Internal factors affecting the characteristics of organizational culture. Factors affecting organizational culture

There are many factors that affect an organization for which top management is directly responsible. They cover important issues that management should be concerned with. In order to maintain normal internal and external state firms. These are economic, political, technological and international factors, factors of competition and social behavior. In addition to these, there are non-traditional factors that, as it turns out, have crucial for the success of the organization in the long term. These include the culture of the corporation and its image.

On the culture of the enterprise big influence provided by the organization. An organization is a group of people whose activities are consciously coordinated to achieve a common goal or goals.

The organization is affected by internal and external factors. Internal variables are situational factors within an organization. Because they are man-made systems, internal variables are completely controlled by management.

The main variables in the organization itself that require management attention are GOALS, OBJECTIVES, STRUCTURE, TECHNOLOGY and PEOPLE, which influence the culture of the enterprise. One of the most important characteristics of an organization is its relationship with external environment. But one organization cannot be an island in itself. The organization is completely dependent on the world around it - on the external environment - both in relation to its resources, and in relation to consumers, users of their results, which they seek to achieve.

An important area of ​​cultural management is the personnel system. The process begins with the selection of people, their careful assessment, taking into account, first of all, their fit with the organization and its prevailing culture. Another tool in the field of personnel work is the way of personnel development and its socialization. Finally, bonus management is a potential tool for creating and developing organizational culture. This promotes and rewards those who are most in line with the prevailing values ​​of the organization.

The task of the leader is to ensure that the organization conforms to its external environment. Exemplary companies tend to form a wide range of values. Their many values ​​integrate the notion of economic health, service to the consumer, and creation of meaning for those below. In the very companies where culture prevails, highest level true autonomy. Culture strictly regulates several important variables and fills them with meaning.

The description of the four types of cultures showed some of the factors influencing the choice of culture and organization structure. In established organizations, culture and structure have typically evolved and come to light during times of change, often unconsciously - introduction new technology and the creation of a department of specialists, the introduction or cancellation of a level in the hierarchy.

However, while culture and structure are carefully chosen or simply formed over time, six factors can be identified that will influence this process. Consider the main factors:

history And Property,

technology,

goals and objectives,

environment,

History and property.

It is clear that there are no laws by which the history of an organization and ownership affect its culture. The remaining five factors also affect organizations with similar histories and ownership in different ways. Changes in organizations - a merger or change of leadership, a new generation of managers - are often accompanied by a clear rejection of the previously dominant culture.

Organization size.

Most often it turns out that the size of the organization is the only important change that affects the choice of structure and culture. In general, large organizations are more formalized, tend to create specialized groups that require systematic coordination, develop specialized methodologies, procedures, and create a specialized authority that pushes organizations towards a role culture. Indeed, if an organization, upon reaching a certain size, cannot change in the direction of a role culture, then it is ineffective. For example, it is unlikely that, in the absence of a role culture, an appropriate flow of information is possible to adequately manage work. Special actions, such as the creation of subsidiaries or radical decentralization, can help the parent organization create a different culture - many large groups companies will have some form of power culture that includes a number of role cultures.

Technology.

The influence of technology or technical equipment of an organization on its culture and structure is well known. Joan Woodward's work on industrial research identified three main categories of production systems:

Piece and small-scale production:

production of units (products on) the demand of the consumer;

sample production;

phased production of large-scale equipment;

production of small batches at the request of the consumer.

Large series and mass production:

production of large series;

production of large series on assembly lines;

mass production.

In-line production:

intermediate production of chemicals in a multipurpose plant;

continuous flow production of liquids, gases and crystalline substances.

And this work leads to the conclusion that the change in technology causes changes in the organization.

Goals and objectives of the organization.

Here it is necessary to make a distinction between strategic goals organizations, in terms of aspirations, intentions, missions, and tasks that are set from time to time to achieve goals. Of course, in practice this distinction is not always easy to make. Any item from the list below can be both a goal and an objective, depending on the situation in the organization at a particular time. The effectiveness of the organization depends on a meaningful understanding and use of the concepts: goal and task.

Goals such as product quality are easiest to control in role cultures. Growth goals are best achieved in the presence of a culture of power or a culture of task, but not in all cases. It is difficult to find a culture for every possible target; actually, there is Feedback between them: goals and objectives not only influence culture, but are themselves influenced by it over a period of time.

There are other factors that affect the implementation of goals and the achievement of tasks. The search for the maximum profit of commercial organizations is complicated by the accompanying conditions: risk, restrictions in environment, pressure on people, ethical issues, and for many, the product or service produced is of paramount importance, and not just making money.

organization environment.

Traditional management theories implied? closed? an organization operating in a relatively stable environment that provided a market for their products, but nonetheless had little influence over them. Many managers continue to take this approach and manage when?there? something is happening. Today, the main characteristic of the environment - economic, financial, competitive, legal, social, political, technological - is its turbulent nature, and changes in the environment require a culture that is sensitive, adaptable and responsive.

It has already been noted that different cultures correspond to different psychological contacts, that certain types of people will be happy and successful in one culture, and not in another; it is an important starting point for effective management.

The key people in an organization, or "dominant coalition", are considered to be an important determinant of its culture. Much depends on their personal views and their ability to understand and explain conflict situations arising from the other five factors discussed above.

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Formation and change of organizational culture occurs under the influence of many factors. One of the recognized experts in the field of organizational culture, Edgar Schein, believes. That there are five primary and five secondary factors that determine the formation of organizational culture (Schein, 1985, pp. 223-243).

In accordance with his concept, the primary ones are the following factors.

1. Top management focus points. Usually what managers pay serious attention to, what they often talk about as having importance for the organization, gradually turns into a subject of attention and concern for employees and is included in the number of norms on the basis of which the criteria base for the behavior of people in the organization is formed.
2. The reaction of management to critical situations that arise in the organization. In the case when critical situations arise in the organization, the employees of the organization experience a heightened sense of anxiety. Therefore, the way management approaches problem solving crisis situation What it prefers at the same time finds its further manifestation in the formation of a system of values ​​and beliefs, which acquire the character of reality for the members of the organization.
3. Attitude to work and style of behavior of managers. Due to the fact that managers occupy a special position in the organization and the attention of employees is paid to them, their style of behavior, their attitude to work acquire the character of a standard for behavior in the organization.

Employees of the organization consciously or unconsciously adjust their actions to the rhythm of the leader's work, duplicate his approach to the performance of his duties, and thus, as it were, form stable norms of behavior in the organization.
4. Criteria base for encouraging employees. The formation of organizational culture is greatly influenced by the criteria by which employees are encouraged. Members of the organization, realizing what they are rewarded or punished for, quickly form an idea for themselves about what is good and what is bad in this organization. Having learned this, they become carriers of certain values, thereby reinforcing a certain organizational culture.
5. Criteria base for selection, appointment, promotion to and from the organization. Just as in the case of incentives, the criteria used by management in the selection for work in the organization, in the promotion of employees and their dismissal, have a very strong influence on what values ​​will be shared by employees of the organization, and therefore play a significant role in shaping organizational culture.

The group of secondary factors in accordance with Shane's concept includes the following factors:

1. Structure of the organization. Depending on how the organization is designed, how tasks and functions are distributed between departments and individual employees, how widely delegation of authority is practiced, the members of the organization have a certain idea of ​​​​the extent to which they enjoy the trust of management, about how much the organization there is a spirit of freedom and the initiative of employees is appreciated.
2. Information transfer system and organizational procedures. In the organization, the behavior of employees is constantly regulated by various procedures and norms. People communicate in a certain way and according to certain patterns, fill out certain circulars and reporting forms, with a certain frequency and in certain form report on the work done. All these procedural moments, by virtue of regularity and repetition, create a certain climate in the organization, which penetrates deeply into the behavior of its members.
3. External and internal design and design of the premises in which the organization is located. The design of the premises, the principles of staff accommodation used, the style of decoration, and the like create a certain idea for the members of the organization about its style, about their position in the organization and, ultimately, about the value orientations inherent in the organization.
4. Myths and stories about important events and individuals who have played and continue to play a key role in the life of the organization. The legends and stories that exist in the organization about how the organization was created, what outstanding events were in its history, which of the people and how had a strong influence on its development, contribute to the fact that the system of stable ideas about the spirit of the organization is preserved over time and brought to members of the organization in a vivid emotional form.
5. Formalized provisions on the philosophy and sense of existence of the organization. Statements on the philosophy and goals of the organization, formulated in the form of the principles of the organization, the Set of its values, the commandments that must be followed in order to preserve and maintain the spirit of the organization, if they are properly communicated to all its members, contribute to the formation of organizational culture, appropriate mission of the organization.

Each of the ten primary and secondary factors in the formation of organizational culture requires the use of certain techniques to achieve success in the conscious formation and change of organizational culture. During the strategy execution phase, significant efforts are made to bring the organizational culture in line with the chosen strategy. However, it should be emphasized that if organizational structure relatively easy to change, then changing the organizational culture is a very difficult and sometimes impossible task. Therefore, at the level of the stage of determining the strategy, preceding the stage of its implementation, it is necessary to take into account as much as possible what difficulties with changing the organizational culture may arise in the implementation of the strategy, and try to choose a strategy that does not require the implementation of obviously impossible actions to change the organizational culture.

4.1. Formation and change of organizational culture occurs under the influence of many factors. One of the recognized experts in the field of organizational culture, Edgar Schein, believes that "there are five primary and five secondary factors that determine the formation of organizational culture." In accordance with his concept, the following factors are primary.

Top management focus points. Usually, what managers pay serious attention to, which they often talk about as being important for the organization, gradually turns into an object of attention and concern for employees and is included in the number of norms on the basis of which the criteria for the behavior of people in the organization are formed.

The response of management to critical situations that arise in the organization. In the case when critical situations arise in the organization, the employees of the organization experience a heightened sense of anxiety. Therefore, the way the leadership approaches the resolution of the problems of the crisis situation, which it prefers at the same time, finds its further manifestation in the formation of a system of values ​​and beliefs, which acquire the character of reality for the members of the organization.

Attitude to work and style of behavior of leaders. Due to the fact that managers occupy a special position in the organization and the attention of employees is paid to them, their style of behavior, their attitude to work acquire the character of a standard for behavior in the organization. Employees of the organization consciously or unconsciously adjust their actions to the rhythm of the leader's work, duplicate his approach to the performance of his duties, and thus, as it were, form stable norms of behavior in the organization.

Criteria base for encouraging employees. The formation of organizational culture is greatly influenced by the criteria by which employees are encouraged. Members of the organization, realizing what they are rewarded or punished for, quickly form an idea for themselves about what is good and what is bad in this organization. Having learned this, they become carriers of certain values, thereby reinforcing a certain organizational culture.

Criteria base for selection, appointment, promotion and dismissal from the organization. Just as in the case of incentives, the criteria used by management in the selection for work in the organization, in the promotion of employees and their dismissal, have a very strong influence on what values ​​will be shared by employees of the organization, and therefore play a significant role in shaping organizational culture.

4.2. The group of secondary factors in accordance with Shane's concept includes the following factors:

Organization structure. Depending on how the organization is designed, how tasks and functions are distributed between departments and individual employees, how widely delegation of authority is practiced, the members of the organization have a certain idea of ​​​​the extent to which they enjoy the trust of management, about how much the organization there is a spirit of freedom and the initiative of employees is appreciated.

Information transfer system and organizational procedures. In the organization, the behavior of employees is constantly regulated by various procedures and norms. People communicate in a certain way and according to certain schemes, fill out certain circulars and reporting forms, report on the work done with a certain frequency and in a certain form. All these procedural moments, by virtue of regularity and repetition, create a certain climate in the organization, which penetrates deeply into the behavior of its members.

External and internal design and decoration of the premises in which the organization is located. The design of the premises, the principles of staff accommodation used, the style of decoration, and the like create a certain idea for the members of the organization about its style, about their position in the organization and, ultimately, about the value orientations inherent in the organization.

Myths and stories about important events and people who played and still play a key role in the life of the organization. The legends and stories that exist in the organization about how the organization was created, what outstanding events were in its history, which of the people and how had a strong influence on its development, contribute to the fact that the system of stable ideas about the spirit of the organization is preserved over time and brought to members of the organization in a vivid emotional form.

Formalized statements about the philosophy and sense of existence of the organization. Statements on the philosophy and goals of the organization, formulated in the form of the principles of the organization, the Set of its values, the commandments that must be followed in order to preserve and maintain the spirit of the organization, if they are properly communicated to all its members, contribute to the formation of organizational culture, appropriate mission of the organization.

Each of the ten primary and secondary factors in the formation of organizational culture requires the use of certain techniques to achieve success in the conscious formation and change of organizational culture. During the strategy execution phase, significant efforts are made to bring the organizational culture in line with the chosen strategy. However, it should be emphasized that if the organizational structure is relatively easy to change, then changing the organizational culture is a very difficult and sometimes impossible task. Therefore, at the level of the stage of determining the strategy, preceding the stage of its implementation, it is necessary to take into account as much as possible what difficulties with changing the organizational culture may arise in the implementation of the strategy, and try to choose a strategy that does not require the implementation of obviously impossible actions to change the organizational culture.

Conclusion

Corporate culture occupies more and more space in the picture of modern business. But often the people responsible for developing and implementing corporate culture often have a limited understanding of it. It is undeniable that corporate culture is a broad and flexible concept. It is distinguished by the complexity and interdependence of elements, the relative value of forecasts.

Currently, the topic of corporate culture is the key issue of many studies, seminars and conferences. Its role in the overall development strategy of organizations is steadily increasing.

The role of culture in the organization is that it acts as a means of accumulation, storage and transfer of human experience. This role is realized through a number of functions:

1. Educational and educational. An individual turns into a person, a personality in the process of socialization, i.e. mastering the knowledge, language, symbols, values, norms, customs, traditions of his people, group, family and organization.

2. Integrative. Culture unites people, unites them, integrates them, ensuring the integrity of the organization. If they are opposed to others, then conflict is inevitable.

3. Regulatory. Culture acts as a system of norms and requests of a person in an organization. Violation of them is fraught with sanctions from the management or the team, depending on which norms are violated: formal or informal.

In a functional sense, organizational culture helps to solve the following tasks:

Coordination carried out through established procedures and rules of conduct;

Motivation, implemented by explaining to employees the meaning of the work performed;

Profiling, which allows you to get characteristic from other enterprises;

Attracting personnel by promoting applicants for job vacancies of the advantages of their enterprise.

As a result of my research, summarizing the diverse points of view on the question of interest to me, I would like to offer my own definition of organizational culture:

Organizational culture is a large area of ​​phenomena of the material and spiritual life of the team: the moral norms and values ​​that dominate in it, the adopted code of conduct and rooted rituals, traditions that have been formed since the formation of the organization and are shared by the majority of its employees

Bibliography

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"Ecom".1992

2. Peter E. Land “Management is the art of management” M. INFRA. 1995

3. “Management of the organization”, ed. Rumyantseva Z.P. M. INFRA

4. Akio Morita “Made in Japan” M. ed. group “Progress.univers” 1993

5. Kuzin F.A. “Do business beautifully” M. INFRA 1995

6. Mescon. Albert. Hedouri "Fundamentals of Management" M. "Business" 1994

7. V.A. Gnevko, I.P. Yakovlev “Management: social and humanitarian dimension” St. Petersburg 1996

8. Shekshnya S.V. “Human Resource Management in modern organization” M.1996

9. R.L. Krichevsky "If you are a leader" M. "Case" 1996

10. E.A. Smirnov “Fundamentals of Organization Theory” M. 1998

11. V.V. Glukhov "Fundamentals of Management" St. Petersburg 1995

12. Organizational Behavior, ed. EM. Korotkova Tyumen 1998

13. B.F. Usmanov “Management Style: Methodological and Sociological Aspects” M.1993

14. F.I. Peregudov, F.P. Tarasenko "Introduction to System Analysis" M. Higher School, 1989

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16. Kono T. “Strategy and structure of Japanese enterprises” M. 1987

The concept of organizational culture

Organizational culture as an object strategic changes

If the organizational structure, setting the boundaries of organizationally separated units and setting formal links between them, acts as a skeleton, the "skeleton" of the organization, then a kind of "soul" of the organization, which establishes invisible levers that guide the actions of members of the organization, is organizational culture. Usually it manifests itself in the form of values ​​shared in the organization, accepted beliefs, norms of behavior, etc. It is believed that organizational culture consists of the following six components:

Philosophy that sets the meaning of the existence of the organization and its attitude towards employees and customers;

Dominant values ​​on which the organization is based, which relate to the goals of its existence or to the means of achieving these goals;

The norms shared by the employees of the organization and defining the principles of relationships in the organization;

The rules by which the "game" is played in the organization;

The climate that exists in the organization and manifests itself in what the atmosphere is in the organization and how members of the organization interact with external persons;

Behavioral rituals, expressed in the organization of certain ceremonies, in the use of certain expressions, signs, etc.

Organizational culture is formed as a reaction to two groups of tasks that an organization has to solve. The first group consists of tasks integration of internal resources and efforts. This includes tasks such as:

Creation common language and a single, understandable terminology for all;

Establishing the boundaries of the group and the principles of inclusion and exclusion from the group;

Creation of a mechanism for granting power and deprivation of rights, as well as securing a certain status for individual members of the organization;

Establishment of norms governing informal relations between persons of different sexes;

Development of assessments regarding what is desirable in the behavior of employees and what is not.

The second group includes those tasks that the organization has to solve in the process interaction with the external environment. This is a wide range of issues related to the development of the mission, goals and means to achieve them.

Formation and change of organizational culture occurs under the influence of many factors. One of the recognized experts in the field of organizational culture, Edgar Schein, believes that there are five primary and five secondary factors that determine the formation of organizational culture (Schein, 1985, pp. 223-243). In accordance with his concept, the following factors are primary.

1. Top management focus points. Usually, what managers pay serious attention to, which they often talk about as being important for the organization, gradually turns into an object of attention and concern for employees and is included in the number of norms on the basis of which the criteria for the behavior of people in the organization are formed.

2. The reaction of management to critical situations that arise in the organization. In the case when critical situations arise in the organization, the employees of the organization experience a heightened sense of anxiety. Therefore, the way the leadership approaches the resolution of the problems of the crisis situation, which it prefers at the same time, finds its further manifestation in the formation of a system of values ​​and beliefs, which acquire the character of reality for the members of the organization.

3. Attitude to work and style of behavior of managers. Due to the fact that managers occupy a special position in the organization and the attention of employees is paid to them, their style of behavior, their attitude to work acquire the character of a standard for behavior in the organization. Employees of the organization consciously or unconsciously adjust their actions to the rhythm of the leader's work, duplicate his approach to the performance of his duties, and thus, as it were, form stable norms of behavior in the organization.

4. Criteria base for encouraging employees. The formation of organizational culture is greatly influenced by the criteria by which employees are encouraged. Members of the organization, realizing what they are rewarded or punished for, quickly form an idea for themselves about what is good and what is bad in this organization. Having learned this, they become carriers of certain values, thereby reinforcing a certain organizational culture.

5. Criteria base for selection, appointment, promotion and dismissal from the organization. Just as in the case of incentives, the criteria used by management in the selection for work in the organization, in the promotion of employees and their dismissal, have a very strong influence on what values ​​will be undressed by the employees of the organization, and therefore play a significant role in shaping organizational culture.

The group of secondary factors in accordance with Shane's concept includes the following factors:

1. Structure of the organization. Depending on how the organization is designed, how tasks and functions are distributed between departments and individual employees, how widely delegation of authority is practiced, the members of the organization have a certain idea of ​​​​the extent to which they enjoy the trust of management, about how much the organization there is a spirit of freedom and the initiative of employees is appreciated.

2. Information transfer system and organizational procedures. In the organization, the behavior of employees is constantly regulated by various procedures and norms. People communicate in a certain way and according to certain schemes, fill out certain circulars and reporting forms, report on the work done with a certain frequency and in a certain form. All these procedural moments, by virtue of regularity and repetition, create a certain climate in the organization, which penetrates deeply into the behavior of its members.

3. External and internal design and decoration of the premises in which the organization is located. The design of the premises, the principles of staff accommodation used, the style of decoration, and the like create a certain idea for the members of the organization about its style, about their position in the organization and, ultimately, about the value orientations inherent in the organization.

4. Myths and stories about important events and people who played and still play a key role in the life of the organization. The legends and stories that exist in the organization about how the organization was created, what outstanding events were in its history, which of the people and how had a strong influence on its development, contribute to the fact that the system of stable ideas about the spirit of the organization is preserved over time and brought to members of the organization in a vivid emotional form.

5. Formalized provisions on the philosophy and sense of existence of the organization. Statements about the philosophy and goals of the organization, formulated in the form of the principles of the organization's work, a set of its values, commandments that must be followed in order to preserve and maintain the spirit of the organization, if they are properly communicated to all its members, contribute to the formation of organizational culture, appropriate mission of the organization.

Each of the ten primary and secondary factors in the formation of organizational culture requires the use of certain techniques to achieve success in the conscious formation and change of organizational culture. During the strategy execution phase, significant efforts are made to bring the organizational culture in line with the chosen strategy. However, it should be emphasized that if the organizational structure is relatively easy to change, then changing the organizational culture is a very difficult and sometimes impossible task. Therefore, at the level of the stage of determining the strategy, preceding the stage of its implementation, it is necessary to take into account as much as possible what difficulties with changing the organizational culture may arise in the implementation of the strategy, and try to choose a strategy that does not require the implementation of obviously impossible actions to change the organizational culture.