Managing organizational culture

It depends on the organizational culture in which direction the man: a positive (going personal growth) or negative (personal growth is limited.) Organizational culture often has a significant impact on the motivation of the individual. If he is comfortable in the organization, and the benefits of such a worker will be higher.

What is the organizational culture?

Organizational culture can be expressed through the composition of values, perspectives, expectations, beliefs, traditions and codes of conduct adopted by most of the members of the organization.

There are three levels of organizational culture (by E. Schein)

1) Surface (what can be perceived through the five known senses: color, smell, taste, etc.);

2) Under the surface (the beliefs and values ​​shared by consciously and received members of the organization, such as the realization that, to be honest beneficial to humans in terms of the quality of his life);

3) Deep (this is hidden, unconsciously taken for granted assumptions and attributes of behavior).

Organizational culture is both subjective and objective elements.

Subjective elements of organizational culture: the history of an organization of leaders, organizational taboos, rites and rituals, the language, slogans, etc.

Objective elements of organizational culture: the location of the organization, interior design, jobs, equipment and furniture, facilities, reception rooms, parking facilities, etc.

Organizational culture consists of the prevailing culture, subcultures and countercultures groups groups. Last opposed to the main culture. For example, a young man with earrings in the ears, on the tongue and in the nose itself against the other, and thus asserts himself in his own eyes the same (so it seems, because he feels it). He has his own counterculture.

These three components strengthen or weaken the culture of the organization as a whole.

The prevailing culture (by V. Sata) consists of shared norms of behavior, unity in interpretation of material objects of colloquialisms, of behavioral patterns of shared feelings.

The influence of organizational culture depends on the scale of the attributes of culture (a lot, a little), separability of its main attributes of the members of the organization (shared - not separated), the clarity of the priorities of culture (what is more important and what is less important for the members of the organization).

Managing organizational culture suggests its formation, maintenance, and change (if necessary).

For the formation of organizational culture is needed (by E. Schein)

• solve the problem of external adaptation (development mission and strategy, goals, methods, goals, development of monitoring systems and the impact on individuals);

• solve the problem of internal integration (select the appropriate communication methods, criteria for entry and exit of members of the groups to distribute the power and authority, to establish personal relationships, develop a system of rewards and punishments, ideology, as well as to inspire confidence in the success of the work).

The formation of the organizational culture influence: the culture of the society within which the organization operates, the culture of senior management organization management, assertive leadership in implementing new standards of behavior, ideas, attitudes, and ideology.

Organizational culture is supported by:

• a system of evaluation and monitoring of the activities of members of the organization;

• ways to respond to the situation by establishing roles and training of staff;

• personnel issues (hiring, training, re-training, selection, performance assessment, training, and t-d);

• observance of rites, rituals, and traditions. Changing organizational culture and behavior of the members of the organization may be in the following proportions:

• organizational culture can lead to a change in behavior of members of the organization (and vice versa);

• Organizational culture can not lead to a change in the behavior of the members of the organization;

• the behavior of members of the organization can be changed without changing the organizational culture;

• can change the behavior of members of the organization and the organizational culture at the same time.

model the influence of organizational culture

There are various models of the influence of organizational culture on organizational performance:

• model Sata,

• model of Peters and Waterman,

• model Parsons

• System Quinn and Rohrbach.

Model B. Sata

According to the model Sata can affect organizational performance by interfering with the organizational processes, in particular:

• in the behavior of workers (what to do and what not to);

• in support of the "right to organize" behavior of mature workers;

• communication processes in the organization (who is talking to whom and for what reason);

• in the process of hiring, evaluation and dismissal of employees.

Model T. Peters and Robert Waterman

According to this model, it is possible to influence the formation of the following organizational efficiency value orientations of employees:

• through the cultivation of faith in success and values ​​of the organization;

• suggestion and justification that the consumer dictates the organization of the working environment, and not vice versa ("the customer is always right");

• promotion of autonomy and initiative of members of the organization;

• formation of view of the workers and their competence as the main source of productivity and efficiency;

• nurturing faith in the efficacy of simple structures (groups) control with a few staff;

• justification profitability optimal combination of rigidity and flexibility in management.

Model T. Parsons

According to Parsons model, it is possible to influence organizational effectiveness, changing the social system of the following functions:

• increasing adaptability (quick adaptability) to the ever-changing environment;

• increasing the commitment of members of the organization;

• improving the integration and synergy among business units (divisions of the organization and its members should feel the overall purpose of the organization and benefit of effective work in it);

• increasing the legitimacy - the recognition of human values ​​of the organization.

The system of competing values ​​R. Quinn and J. Rohrbach

In this model, the competing values ​​influence the attitudes and behavior of individuals and, as a consequence, on organizational performance:

• Integration - differentiation. Integration provides order, stability, predictability work. Differentiation provides adaptability, flexibility, innovativeness of work;

• the interest of members and leadership to the internal environment - an interest in the environment;

• means (tools) - results (performance).

Success in any business requires a high degree of compatibility of the strategy and culture of the organization. Often experience the following situations:

ignored culture, strongly hindering the effective implementation of the entity in the strategy;

• control system adjusts to the existing organizational culture;

• Organizational culture varies according to the chosen strategy of the organization;

• strategy of the organization adapts to the existing organizational culture.

What else influences the organizational culture? Knowing the influence of variables, we can adapt to it and manage it.

Interesting in this regard, the following models of global influence.

• In the model N. Miller on the formation of organizational culture influence: family, education, the economy and politics, the religion of the country, a system of socialization (the principles of grouping people), health care (health care) system, recreation (care about the rest of the state).

• In the model G. Hofstida influences - are the variables of national culture: views on the degree of inequality of men - power distance, that the population considers acceptable or normal; views on the preferred degree of individualism views on the degree of masculinity (femininity) in cases, people's desire to avoid uncertainty , looks at the long-term (thrust to save and accumulate) or short-term orientation ("live for today").

• In the model, G. Lane and J. Distefano impact on organizational culture have six variables: the relationship of man to nature (obedience nature, harmony with it, or dominion over it), orientation in time (dwell on the past, present or future) beliefs about the nature of person (man can not be changed - it was originally good, neutral or bad, can change a person), focus on activities (from work is important to get the satisfaction in the work process itself is important, the result is important in the work), the relationship between humans (based on hierarchical relationships on the basis of group relations on the basis of individual bonds) and orientation in the social space (domination in man collectivism, a mixture of moderate individualism and collectivism, the dominance of individualism). According to this model, knowing the world-worker, you can adjust to it, changing the system of control over the work, management style and organizational climate (conflict, compromise, cooperation).

• In the model W. Ouchi - seven variables that affect organizational culture: the obligations of the organization in relation to its members (lifetime employment, long-term or short-term work), the evaluation of the work (with a fast or slow pace of promotion), career planning (commonly Specialized, moderate, highly specialized) control system (informal, based on the participation of all parties, formal), decision making (group, individual), the level of responsibility (group, individual), the interest to the person (wide and narrow).

Having studied Japanese management experience, Ouchi proposed his theory of effective management - the theory of organizational culture 2 (as opposed to macro-gregorovskim concepts X and V, which will be discussed below). Good governance, according to this theory, can be achieved if:

a long-term recruitment of staff;

for group decision-making;

there is a group responsible personnel;

is a moderate promotion of cadres;

is informal control;

sold moderately specialized career;

is comprehensive care for the person.

Ouchi responded positively to the question about the possibility of merging different cultures, showing that some U.S. companies began to gradually move to management (organizational culture) type 2 using yourself:

• slow progress rate (instead of the fast);

• moderately specialized career (instead of ad-hoc);

• informal control (rather than formal);

• group decision making (rather than individual);

• comprehensive care of the person (instead of formal relations).

Responsibility in most U.S. companies have so far remained an individual. This, they believe, has its advantages. Individualism consciousness of Europeans and Americans do not yet allow us to use in the firms group responsibility inherent in the communal consciousness of the Japanese.

In this connection it should be noted that the organizational culture must be consistent with the deliberately introducing a system of labor relations. For example, in Japan the same organizational culture harmoniously connected with the complex system of labor relations. Argue that it is based on it and the so-called "Japanese miracle" - Japan's rapid ascent to the level of the most developed countries of the world.

Lifetime employment system (PNS), in its classic form is used in large enterprises and public institutions in Japan. Although the legal registration of lifetime employment and it is not only about the gentlemen's agreement between the employer and the employee, the meaning of it is that the employee has a material interest in the enterprise to work and ready for life to associate with him his fate. This interest is provided by two other systems: the system of remuneration (CCTV) system and personnel rotation (TFR).

The remuneration system is based on the following principles:

• The longer a person works in an organization, the higher his salary (dependent on the employee's age and length of service);

• The higher the skill, the higher the earnings;

a higher real labor contribution, the higher earnings;

• Dependence salary (for employees) on the results of the enterprise;

low differentiation in pay (1:4-1:5);

• Periodically, 2-3 times a year, paid premiums (bonuses), and their size depends on the skill of the worker and the company's financial condition;

• premiums are paid at the end of the year, depending on the results of the company and the size of individual earnings;

• a lump sum at retirement is big enough;

there is a real opportunity for employees to borrow from their enterprise;

• real social assistance (medical insurance, life insurance and accident insurance).

The essence of the system of personnel rotation (TFR) is that the employee on average every 1.5-3 years is moved horizontally and vertically. Thus he has accumulated experience, new knowledge, increased earnings. The rotation is carried out, usually without the consent of the employee. The graduates of prestigious universities are not put directly to senior positions, and start with the low-skilled jobs. Vocational training is carried out directly by the system of training in the workplace (SPRM).

The essence of reputation (CP) is that for each worker shall prepare a written response, which highlighted all its advantages and disadvantages. It helps the employee to objectively evaluate themselves, to encourage professional development, more rapid movement of the ladder, re-training (through SPRM) and increased earnings.

The value of "five Japanese systems" is that they are not a collection of individual elements, and the inextricable complex of interrelated and mutually conditioning subsystems running on the same goals: to ensure high productivity, economic growth and a high standard of living. Communality Japanese consciousness, their traditions, culture, morality and ethics to help run such a system to full capacity.

Another theory of effective organizational management suggested Peter T. and R. Waterman, R. and E. Pascal Athos. They called her "Theory of 7-5."

Its essence lies in the fact that an effective organization is formed on the basis of seven interrelated components (they all start with an English letter "3"), the change of each of which requires a corresponding change in the other six. These components are: management strategy, organizational structure, processes, organization, staff, leadership style, staff qualifications, shared values. Objective - harmonization of these seven components together.

The power in the organization can be made:

• on the basis of orders, regulations, rules, procedures, not inconsistent with applicable law (legal authority);

• on the basis of remuneration;

• based on coercion and fear;

• on the basis of beliefs and justify the need to act one way or another;

• on the basis of personal involvement and example;

• on the basis of expert advice and solutions, consultations;

• on the basis of faith (rational - for example, the achievement of the goal, or irrational - based on religious beliefs person);

• on the basis of tradition (the tradition of Sharia courts, etc.);

• On the basis of charisma (various external and internal qualities of the person to help him carry out effective impact on others).

Often, organizational culture defines the group interaction.

The effectiveness of group interaction, on the model of JC Homans is correlated with group activities and emotions of individuals. Each of the three components of mutually the other two.

On organizational culture often influence and communication.

Communication links in the organization may be held on down - from the highest to the lowest level of management (orders, directives, instructions, etc.) and rising - from the lowest to the highest (reports of breakdowns, problems, etc.). Communication is possible, and at the same level of management hierarchy (horizontal communication). These links can be formal or informal (based on personal relationships, friendship, etc.).

The information exchange process in the organization has the following structure:

sender - channel - receiver - feedback.

It is important that at every stage of the information is not distorted, and there was a clear and credible. Transmission of information in the organization may interfere with "noise": the rumors, the personal relationships between people, a distorted self-importance of team members, the power of authority, the leadership team.

Organizational culture as a means to successful implementation of organizational change.

The process of change today encompasses a growing number of Russian organizations. It is usually directed to the attention of management changes due to the influence of situational factors, and the need for a strategy underestimated. Dominated by a technocratic approach to change. It is believed that the main thing - it's rational actions involving targeted efforts to increase profits, reduce costs and enhance control. It gives positive results in the early stages of preparation and implementation of the development, when the question of ownership, issues related to finance, production or management structure. This is understandable to a large extent the work of the early stages of the process of change can be seen as bringing order to the work of the organization. However, after some time the leaders of conducting the process of change, face very serious difficulties. Mainly, these difficulties are related to the resistance that meet the organizational changes of the personnel. This is due to the fact that any organization regardless of its size and scope of activity is not only a technical and economic, but also social system, and challenges to the implementation of new approaches and new development strategy to be significantly associated with an already existing organizational culture. Unfortunately, not all Russian leaders and representatives of personnel services accurately represent what is behind the words "organizational culture". Few realize that the organizational culture - is something broader than the production aesthetics and the frequency and order in the workplace and in domestic premises. Too many practitioners and theorists, referring to the organizational culture, focus on its outer side - by orders of magnitude, the traditions, the organizational symbolism. While under the fact that the carriers of organizational culture are the people working in the organization. This is reflected in their heads that the order of things, those relations system and those patterns of behavior that develop in the organization because of certain circumstances. Organizational culture - a system of beliefs, norms of behavior, attitudes and values, which are the unwritten rules that define how to work and behave people in the organization. In this case we are talking about the beliefs and values ​​that are to a greater or lesser degree shared by the overwhelming majority of the members of the organization. It would be naive, considering the large organization, to talk about a common organizational culture that permeates all its divisions. The content of the work, the identity of the head and the style of leadership, which he holds in his work, especially the psychological climate in the workplace - these and other factors exert their influence on the organizational culture of a particular unit. To paraphrase Mikhail Bulgakov, it can be said that the organizational culture (and ruin) begins in the minds of people. And if we want to live and work is not "how to succeed", and to develop and maintain their company an organizational culture that will best fit of the strategy, you should first of all take care to understand that defines today's perception, thinking and motivation of employees of an organization. You can select some of the components of organizational culture specific to the organization as a whole. The components of the organizational culture

In the organizational culture we are most interested in the mechanism of its effect on the behavior and performance of the organization. In our work, we believe the next model of organizational culture.

Thus, organizational culture begins in the minds of people. The core values ​​orgkultury are, to a greater or lesser extent, shared by all members of the organization. Values ​​can be positive as orienting people to such patterns of behavior that support the achievement of organizational goals and negative, that adversely affect organizational performance.

The system of relations, the underlying organizational culture - these are the most important relationships that shape and define behavioral norms and operating performance of the organization. This, for example, relationships such as the attitude of management to employees, the ratio of workers to the management, staff attitude to work, the ratio of employees to customers, etc. Behavioral norms - those requirements (as recorded in documents and unspoken) to the behavior of employees, which are perceived by them as a set of rules that define what should be a "right," "proper" behavior of members in various standard situations. For example, a prompt and efficient customer service, unconditional execution of orders and instructions guide, assistance and cooperation in team work, etc. The actions and behavior of employees to achieve specific results or performance of assigned tasks. It is observed manifestations of organizational culture, its outer side, but it was by the actions and behavior of employees, we can judge whether what the overall condition of the organizational culture, whether it contributes to the effective work of the organization, the success of the change, whether the strategy worked out or not. If management wants employees professed the values ​​and norms of behavior that will contribute to the success of the organization, it requires a serious and purposeful work. To build orgkultury that would support a strategy of organizational development, management must take a number of steps. The following main stages involved in the formation of orgkultury.

Organizational culture. The development of the mission and strategy of the organization

Personnel management is always the ultimate goal of improving the performance of people working in the organization. Managing organizational culture is no exception. To Culture "worked" to improve the efficiency of the organization, it needs to support organizational strategy and mission. This work is directed by senior management and requires a deep understanding not only of the economy and of strategic management, but also the foundations of organizational behavior and management psychology. The study of the existing organizational culture study of the existing organizational culture is a prerequisite for successful change it. Before you change anything, you should answer two questions: a) What is the organizational culture today? b) What should be orgkultura it supports the strategy worked out by the leadership of organizational development? Having established the desired (ideal) state of organizational culture and defining it today (actual) state, it is possible to decide on the actions that will move from the current state to the desired. The culture that has developed in the organization, you can explore a variety of ways, among which are the following:

 interviews;

 indirect methods;

 questioning;

 the study of oral literature;

 review of documents;

 the study of the existing rules in the organization, traditions, ceremonies and rituals;

 the study of the current practice of management. Interview One of the ways you can start learning culture - to interview people in the organization. You can start with the question: "Can you describe the culture that has developed in your organization?" For a more detailed acquaintance with the culture of the organization is also important to answer the following questions: Key strategic values: What ideas are the basis of current management practices in the organization? What is the most important thing in this case? As it is shown in the company? Organizational symbols: Are there any special concepts, terms, words that are understandable only to members of your organization? "Heroes" of the organization: what kind of people are most likely to make a quick career in your organization? What separates people who have achieved the greatest success in your organization? Rules and traditions: What rules and traditions of members of the organization adhere to the work and the leisure? What events recorded in your organization? Organizational values: What do people greet? What is the universal condemnation and disapproval? What changes in the organization of work in relation to the case workers would like to see? Indirect methods are very rich information can be obtained by asking the people in the organization described peculiarities of the current orgkultury not directly, but indirectly, by asking them to pick up a few proverbs or sayings that best describe the most important vectors of relations in which appear the prevailing values, attitudes and priorities. Below (Table 2) shows an example of such work carried out with the leadership of one of the Russian enterprises. To identify weaknesses focus was on the negative, the negative aspects of the current orgkultury. Experience shows that the use of indirect methods of organization allows employees to better understand the current organizational culture and how it affects the work of the staff and operational results. In a questionnaire study of the organizational culture of a particular company it is important to ensure the accuracy of the information received. This is facilitated by the use of a range of methods, where the questioning of employees of the organization can play a vital role. Below is an example of the questionnaire, which can be used to study the characteristics of the organizational culture of different types of companies. The study of oral literature in every organization has its own folklore, which is nowhere written down and passed from mouth to mouth. That it reflects the main features of the existing organizational culture. Values, attitudes that have a decisive influence on the behavior of the employees of the organization are not transmitted through written instructions, orders or instructions. Mostly they are transmitted and manifested in everyday conversation. As the heroes of the stories are the ones of the members of the organization (now working or have worked before), the patterns of behavior that best promote the values ​​and priorities of the current organizational culture. Stories about the "heroes" of the organization perform a number of functions related to the promotion of desirable values:

 demonstrate the attainability of (the possibility of) success

 provide role models (role model)

 establish performance standards

 motivate artists. It should not be forgotten that in the folklore of the organization can be stored and transmitted stories not only about the "heroes" who have achieved some outstanding successes, but also about the "anti-heroes" - people who are particularly cleverly deceiving leadership, bypassing the rules and norms of behavior, established for members of the organization. Organizational culture that has developed in the organization, often characterized by the use of a professional slang, phrases and expressions used for the most part of the collective. For example, for a layman, who came to the company which is engaged in the development of software products, the language spoken by each other programmers may seem obscure, almost foreign. The admissibility or inadmissibility of the use of profanity in the informal (and sometimes formal!) Communication is also one of the characteristics of this orgkultury. Document analysis organization's culture is also reflected in the documents (plans, programs, orders, directives, regulations). Although living culture increasingly reflected in the views and values ​​of employees and managers than in the documents to ignore this source of information should be avoided. Analysis of the information contained in the documentation that can help identify the basic concepts of leadership - and real, not declared - in relation to the governance process. How much is a bureaucratic organization? Is there a discrepancy between word and deed - between the claimed business principles and real management practice? What values ​​are reflected in the documents? Attitudes toward people? How much is a conscious and purposeful work on the formation and maintenance of orgkultury? Answers to these and other questions will help to make the first step towards creating a orgkultury, which will contribute to achieving the strategic goals of the organization. The study established the organization rules and traditions of the life of any organization is subject to a system of formal and informal rules. An example of a set of formal rules are work rules. Informal rules concerning the scope of communication with colleagues, subordinate relationship - head, clothing, jargon, etc. In many organizations, employees strictly follow the unwritten rules regarding the maintenance of a certain level of performance. Those who "pops", sets performance records, are usually specific sanctions by the group. Norms and values, cultivated by management, can be transmitted and secured by certain ceremonies, procedures and rituals. Events such as the award ceremony for veterans, employees who have reached a record operating performance, the best employees of the month, the year, the ceremony of initiation into the work, solemn farewell to the army, etc., were common in the Soviet Union. The general sense of the ideology which obeyed all these actions - to show the care of the enterprise "working man." Now the experience gained in those days, much confused, but many business leaders are increasingly talking about what we need to return the good tradition. The study of organizations operating in the tradition of formal and informal rules should be directed primarily at determining the impact they have on the working behavior of the staff and the extent to which they support the strategy worked out by the leadership of organizational development. The company's management will get a huge payoff in the event that refuses to contemplate in relation to the established traditions of the organization ("what has grown, it has grown") and will actively build, build, grow a new system of rules and traditions that meets the objectives of the organization. The study of current management practices in the organization The current management practices are also an important source of information about the prevailing organizational culture. As far as the company dominated authoritarian control how decisions are made (by a few individuals or allowed greater participation of employees in the preparation of the most important decisions), the prevailing system of control, the degree of awareness on the situation of workers in the organization - all the most important features of management practices related to the main components organizational culture. The outcome of the current study in the organization of the cultural environment should be the decision of the three tasks: The first task - clearly understand (to register, articulate) leading values, priorities, setting designed to support organizational strategy perspective. The second goal - to make it clear what cultural values ​​will help (or hinder) the implementation of the strategic objectives of the organization. The third task - assessment of the gap, that is, the extent to which the current orgkultury growth strategies (business) generated by management. It is not always prevailing organizational culture conducive to the effective work of the staff. Reason may be that orgkulturu characterizes the low level of trust between employees and management, in the absence of the employees desire to take responsibility, take initiative, following passive, waiting position. General fear of employees to be proactive characteristic of the organizational culture of the majority of Russian organizations. Drawing lessons from the leadership of the companies belonging to a variety of industries, faced with the same phenomenon. When the audience sounded the word "initiative" that you hear in response: "Punishable". Organizational culture can act as an effective tool that provides staff motivation for high performance and high quality work. Building and maintaining a culture that would have increased the impact of people working in the organization to enhance its efficiency and competitiveness - this is one of the most important strategic goals of top management. It's long been understood by such recognized leaders such as IBM, Hewlett-Packard, 3M and other methods of forming and maintaining an organizational culture Organizational culture can be formed, and there are methods to maintain and enhance. In fact, you should talk about what should be the philosophy and practice of management and what to pay attention to the management to maintain the desired orgkultury, that is an organizational culture that will support the company's growth strategy worked out. Here you can select a variety of methods. The behavior of the manager. Of course, the leader should start with yourself. It has long been proven that people learn best by themselves for new patterns of behavior through imitation. The leader must be an example, a role model, showing an example of such an attitude to the case, such behavior, which is expected to strengthen and develop their subordinates. Statements appeals, declarations leadership. Do not forget that to secure the desired work values ​​and patterns of behavior is of great importance not only to appeal to reason, but also to the emotions, to the best feelings of employees: "We must be the first," "Top quality - is the key to our victory over the competition! "" In our organization the best experts, "" This year will be a turning point for our company. " Management response to the behavior of employees in critical situations. Cultivated in relation to the organization of the people for their mistakes is particularly pronounced in critical situations. This is well illustrated by the example of an employee error which cost the company millions of dollars. Being invited to the leadership, he had already written a letter of resignation. Imagine his surprise when he was offered a new line of work responsibly. "Your training has cost us too much that we throw around such workers," - he heard from the president of the company. Education staff. Training and staff development is designed not only to convey to employees the necessary knowledge and develop their skills. Education is an important tool for promoting and securing the desired attitude to work and to the organization and an explanation of what behavior the organization expects its employees what behavior will be encouraged, supported, encouraged. The system of incentives. Principles of the system and stimulate its main focus is to maintain the behavior, it is relevant to the case, those standards of conduct and operating results, which finds its most complete expression of the content and the main thrust of the cultivated and maintained by the management of organizational culture. Inconsistency and discrepancy words and actions are unacceptable, since even a single violation of the principles established incentives once will cause a sharp drop in confidence in the policies pursued by the leadership. Criteria for selection into the organization. What kind of workers we want to see in an organization of professionals with the necessary knowledge and experience, or to have no less importance is the ability of a new employee to take the values ​​and norms of behavior, already established in the organization and form the core of its organizational culture? Maintaining orgkultury in the implementation of basic management functions. A significant impact on organizational culture has something which is supported by the behavior of the staff, and what is oppressed under the current management practices. How much welcome the leadership of manifestation of independence and initiative on the part of subordinates. Organizational traditions and rules. It is known that the organizational culture is fixed and is broadcast in the traditions and orders in force in the organization. Thus on orgkulturu can affect even the occasional deviations from the established (or declared) order. For example, if all of a sudden, for some reason, the one, the second time failed to conduct monthly conclusions congratulating and rewarding the best employees, it not only violates the rules, but also shows the unwillingness of management to share the declared value, which, of course, reduces the enthusiasm and willingness of staff "flat out" at work. The widespread introduction of corporate symbols. Experience the best of organizations shows that the widespread adoption of corporate symbols (in packaging of finished products, promotional materials, the design of the enterprise, vehicles, work clothes, souvenirs) has a positive impact on the attitude of the staff in the company, increases the commitment of employees of the organization and a sense of pride in their organization. Consideration of ways to create the desired organizational culture involves not only the perception of the organization as a technical and economic, but also as a social system. A decisive influence on the formation of the organizational culture of senior management increases their responsibility for the consequences that might have for the organizational culture of their management style and their behavior. Understanding the role and importance of organizational culture for success in the implementation of not only short-term but also long-term strategic objectives and the ability to "build", to grow, to form the desired organizational culture is critical to successful organizational change. Russian companies are only able to really compete with Western companies when they can catch up with them, not only in technical equipment, but also on the art department of social structure and constitute the core of the organization.