"Organizational Culture"

1. Organizational culture: the substantial aspect

At the level of order organization is influenced by many factors. One of the determining factors - the organizational culture.

Culture - a set of human achievement in the production activity, both public and mentally, a form of communication between people, the body of knowledge, values ​​and norms that are owned by interacting face.

Culture - is the objective-subjective phenomenon. Culture is subjective, since man is the creator, the custodian, the carrier and the customer. Culture as an objective attribute of a product of human society and civilization. Subjects of culture: ethnicity, nation, country, settlement, organization, group of people. The subject of culture: the organization as a subject of social and cultural process.

Organizational culture is explored in a narrow sense as the culture of the enterprise (corporate culture), and in the broad sense of the word - as the culture of the organization, based on universal values.

Organizational culture - a set of the most important assumptions, taken by members of the organization and expression in the receiving organization says the values ​​that define the guidelines of conduct for members of the organization. These value systems are transferred to individuals through symbolic means of spiritual and material intra-environment.

Models of organizational culture:

1. Organizational culture is the product of the natural development of the organization in the sense that it is formed spontaneously in the process of communication and interaction between people and not on their subjective desires. This evolutionary model of culture.

2. Organizational culture is an artificial invention created by humans and are the result of rational choice. This tseleratsionalno culture model.

3. Organizational culture is a mixed natural and artificial system combines formally rational and spontaneous processes of life. This model of corporate and civic cultures.

The content of the organizational culture is realized in the following characteristics:

• understanding of man's place in the organization;

• Accepted the language of communication;

• relationships between people;

• preservation of shared organizational values;

• internal belief in the ideals adopted by the organization;

• appearance and presentation of the employee at work.

Organizational culture can and should be changed, especially when it does not change the behavior of workers to the state required to achieve the desired level of organizational effectiveness. This occurs when:

• a fundamental change in the organization's mission;

• significant technological change;

• the formation of the joint venture;

• rapid growth of the organization;

• the development of foreign trade;

• the existence of subcultures.

Organizational culture gives employees a sense of their identity, carries the unspoken instruction on how an organization can achieve something, and also contributes to the stability of the social system. Unfortunately, people do not realize the impact of the current culture, as long as it does not become a hindrance for them until they get a feel for a new culture first hand.

The concept of organizational culture is closely related to the concepts of civic culture and "corporate culture". Corporate and civic culture embody two different stages of development of the organization.

Corporate culture - a culture of competition and struggle (for dominance in the market). For the sake of their own interests, in principle, the firm is ready to go for any costs moral and psychological in nature, do not directly affect the economic and legal foundations of their existence.

For corporate culture peculiar perception of the organization as a living organism, the viability of which is more important than the fate of each individual. This organism lives under the laws brings people together based on common values ​​and standards into a single "family". This notion of the body eliminates or limits the autonomy and freedom of workers who report strictly necessary to achieve the organization's goals.

Civic culture of the organization suggests that the market - a space of constructive engagement with equal partners. Competitiveness is secondary. The main thing for the organization - not domination or victory over the weaker opponents, and the expansion of space for collaboration, creation of conditions for self-realization in certain professional fields. It is characterized by a critical attitude toward reality, democracy, tolerance and pluralism. In the civic culture, there are no uniform prescribed above requirements and standards, in addition to the moral universal, generally accepted models and value criteria. To meet the interests of the people, such a culture must create the conditions for human development.

2. Typology of organizational cultures

Typology S. Ioshimura (Japanese and West European type). The analysis is based on a comparison of the mentalities of Buddhist and Christian values, which are the members of media organizations (see Table 14.2).

Typology W. Neumann (American type of organizational culture). His typology is based on beliefs that differ in the specific role in the orientation of the individual.

W. Neumann, all of the fundamental beliefs and values ​​divided into six main groups:

• belief in the possibility of human influence their own destiny;

• belief in the fact that any action of American managers necessarily carried out through the medium of an enterprise;

• method of selecting staff for vacant positions based on merit of the employee;

• decisions are made on the basis of an objective analysis of the situation;

• decision-making responsibility is shared;

• Members of the organization can and must constantly evolve.

Typology of organizational culture R. Lewis, where the criterion of culture is related to time. R. Lewis proposes to consider the three types of cultures: monoaktivnuyu, poliaktivnuyu and reactive.

Typology, suggesting that the formation of cultures based on the competing values ​​and cultures of the following types: clan, hierarchical (bureaucratic), the market and adhokraticheskaya (Figure 14.1).

This typology covers all of the existing culture. It is isolated two dimensions. The first separates the performance criteria for the organization, emphasizing flexibility, discretion and dynamism of criteria specific to the second dimension and linked to stability, order and control.

Both measurements require the use of four groups of indicators, each of which is a clear indication of the organizational effectiveness and defines what people value in the organization (see Figure 14.2).

The hierarchical culture. For this type of organizational culture is characterized by an emphasis on strategy within the organization and consistent manner in a stable environment. Here the characters are role models and ceremonies emphasize the importance of cooperation, tradition and conformity of the approved policy. An organization with a similar culture thrives thanks to its internal integration and efficiency. The key values ​​of success are considered clear lines of distribution of decision-making, standardized rules and procedures, mechanisms, accounting and control.

Market culture. We are not talking about the concept of the marketing function or a representation of consumers in the market. So determined the type of organization that operates as a market, ie focused on the external environment, rather than on the internal state. The basic assumptions of market culture are as follows: external environment - hostile challenge; razborchiny consumers, the organization has been in business in order to strengthen its position in a competitive environment. In such a culture, organization binds together the desire to win. Success is measured in terms of market share and the degree of market penetration. Considered important advance rivals in the competitive and market leadership.

The clan culture. Clan organization type are characterized by the division of all employees of the values ​​and goals of the organization, solidarity, complicity, personality and sense of organization as "we." The main basic assumptions made in this culture is that with the external environment is easiest to handle, organizing teamwork and taking care of the professional development of employees. Consumers are seen as partners, and the main task managers - Delegation of authority and hired workers facilitation of their participation in the business, creating opportunities to demonstrate their commitment and organization.

Adhokraticheskaya culture. The word "adhocracy (from the Latin - on occasion) defines a certain time, dedicated, dynamic organizational unit. The main purpose of adhocracy - to strengthen the adaptability organization to ensure its flexibility and creative approach to business workers in situations of uncertainty, ambiguity and information overload.

Adhokraticheskuyu culture characterized by a dynamic, entrepreneurial and creative workplace where people are willing to sacrifice themselves and take risks. Linking the essence of the organization is the dedication to experimentation and innovation.

Obviously, each organizational culture corresponds to a certain type of leader who serves as one of the criteria of effectiveness.

3. Russia's modern organizational culture: the origins and contents

The basic principles of the modern Russian organizational culture include all the features of three cultures: the Russian pre-revolutionary, Soviet and foreign.

Russian pre-revolutionary organizational culture characterized by mythologizing and symbolism. Faith in the king master has formed an exclusive faith in the leader, and that's left now.

The Soviet organizational culture is associated with the loss of many of spirituality and religion debunking. Although no religious basis and spiritual discipline labor splits, sprayed, and economic life is transformed into a pile of debris. Should be noted that the place of religion in the country for a long time took an ideology that promoted the formation of patriotism, enthusiasm, patience and sacrifice.

Foreign organizational culture has come to us with information about how to run a business (and the business of the American, based on the experience of the country where individualism is overdeveloped).

Such a trinity formed the image of modern organizational culture of Russia, which are the core of collectivism - individualism and subordination to the leader - of freedom.

Collectivism is associated with cohesion and mutual assistance. Individualism also causes a person to focus their creativity on achieving their own interests. Leadership involves obedience and loyalty, trust the leader, the recognition of his best. Of freedom leads to self-sacrifice and remarkable resistance to deprivation. These characteristics suggest that the current Russian organizational culture is self-contradictory. But in contrast, namely the presence of positive and negative characteristics of this culture as a general coming from the past, and by borrowed is organizing stability criterion for all possible disasters.