Names

Concept, structure, functions of organizational culture. The structure of organizational culture, its main elements

INTRODUCTION 3

1. CONCEPTS AND DEFINITIONS OF ORGANIZATIONAL CULTURE 6

1.1. Organizational culture: essence, meaning 6

1.2. Organizational climate as a component of organizational culture 12

2. FUNCTIONS, STRUCTURE AND TYPES OF ORGANIZATIONAL

CULTURES 15

2.1. Functions organizational culture 15

2.2. The structure of organizational culture, its main elements 16

2.3. Types of organizational culture 29

3. Analysis of the organizational culture of the enterprise on the example of LLC " Chief Accountant- INFO. 33

CONCLUSION 52

REFERENCES 54

“Culture guides the manager to a greater extent

to the extent that he manages it."

The term "organizational culture" covers most phenomena of the spiritual and material life of the collective: the dominant material values and moral standards, the accepted code of conduct and ingrained rituals, the manner of staff dressing and the established quality standards for the product being produced. We encounter manifestations of organizational culture as soon as we cross the threshold of an enterprise: it determines the adaptation of newcomers and the behavior of veterans, is reflected in a certain philosophy of the managerial level, especially top managers, and is implemented in a specific strategy of the organization. Culture has a pervasive impact on the activities of the organization. Organizational culture is popular and actual topic. Purposeful formation of organizational culture can allow:

use effectively human resources companies to implement its strategy;

increase the level of company management;

Strengthen team cohesion

Use as a strategic motivating factor that directs employees to achieve company goals.

Western entrepreneurs have already understood that the organization is a complex mechanism, the basis life potential which is the organizational culture: what people became members of the organization for; how the relationship between them is built; what stable norms and principles of life and activities of the organization they share; what, in their opinion, is good and what is bad, and much more from what relates to values and norms. All this not only distinguishes one organization from another, but also significantly determines the success of the functioning and survival of the organization in the long term. If we can say that an organization has a "soul", then this "soul" is the organizational culture. People are the carriers of organizational culture. And it is on them that the height of the level of organizational culture depends.

In other words, in a natural way, spontaneously, an organizational culture that is not the most favorable for business can be formed, where, for example, it is customary to work with coolness and somehow, there is a high level of conflict, disrespect for technology, for the client, etc.

The purpose of this work is to prove the influence of the organizational culture of an economic entity on the efficiency of its work, to substantiate the need to form an organizational culture.

The object of the study is the relationship between the organizational culture of an economic entity and the final results of its activities.

1. To reveal the nature of the concept of "organizational culture"

2. Show the comprehensive influence of organizational culture on the effectiveness of the organization.

3. To characterize the organizational culture of business entities of the Republic of Belarus.

1. CONCEPTS AND DEFINITIONS OF ORGANIZATIONAL CULTURE

1.1. Organizational culture: essence, meaning

In modern literature, there are quite a few definitions of the concept of organizational culture, and there is no universal definition. Only a variety of functional descriptions of the cultural area are possible, which are each time formulated depending on the specific goals of the study, but there is no holistic - essential - definition of organizational culture that has received generally recognized distribution.

Here are some sets of definitions for the term "organizational culture":

¨ a set of attitudes, values, ideas supported by all members of the organization that guide the behavior of members of this organization;

¨ shared by members of the organization philosophy, ideology, values, norms that bind the organization into a single whole;

¨ a basic set of attitudes, attitudes and internal rules that constantly guide behavior in the workplace;

¨ the system of values and beliefs shared by all employees of the company, which determines their behavior, the nature of the life of the organization;

¨ a sample of the main assumptions of this group, discovered or developed in the learning process to solve the problems of external adaptation and internal integration;

¨ a historically established system of common traditions, values, symbols, beliefs, formal and informal rules of conduct for members of the organization that have stood the test of time;

¨ the totality of values, beliefs, attitudes prevailing in this team, as well as the general moral climate, helping employees to understand the purpose of the organization as a whole (the meaning of their activities, for the sake of which they work), the mechanism of its functioning and thereby create norms of activity and behavior of the rules of following them .

Organizational culture- these are beliefs, norms of behavior, attitudes and values, which are those unwritten rules that determine how people in this organization should work and behave.

Edgar Schein, whose name is perhaps most closely associated with foreign studies in the field of organizational culture, defines it as "... totality core beliefs - self-formed, assimilated or developed by a particular group as it learns to solve the problems of adaptation to the external environment and internal integration - which have proved effective enough to be considered valuable, and therefore transmitted to new members as the correct way of perceiving, thinking and relating to specific problems" .

And here is how the term “organizational culture” is defined by the dictionary “ Social theories organizations":

Organizational culture - a set of basic ideas shared by the majority of members of the organization or its active core (see below) , which serve as a means of internal regulation and programming organizational behavior individuals or groups at the symbolic level .

Organizational core- a stable and authoritative part of the organization's personnel, acting as a carrier of professionalism and organizational culture /31/.

Organizational behavior- such behavior of a person in an organization, as a result of which certain organizational relationships are established, provided or executed.

It can be seen that all definitions and interpretations have an area of intersection: organizational culture is a set of ideas, attitudes, values, beliefs shared by members of the organization that predetermine the organizational behavior of members of the organization.

For the first time the concept of organizational culture was introduced in the late 70s. in connection with the attempts of American scientists to comprehend the successes of the Japanese economy and respond to the "Japanese challenge". According to U. Ouchi, Japanese enterprises were characterized by: lifelong employment, slow gradual promotion of workers through the hierarchy, non-specialized careers, collective decision-making mechanisms and responsibility, implicit forms of control, consideration of all emerging problems through the prism of the whole; for Americans, short-term hiring, fast promotion, specialized careers, overt forms of control, focus on individual solutions and responsibility, and a focus on solving particular problems.

In everyday life, two very common, but, if you think about it, still different concepts are often confused: “organizational culture” (meaning the culture of the enterprise) and “organizational culture”. Under organizational culture(of an enterprise) in general, one should understand the totality of common values and norms of behavior recognized by the employees of a given enterprise. Accordingly, under organizational culture businesses need to understand a set of values and norms organizational behavior adopted by the enterprise.

The culture of the organization is most often focused on the external environment. This is a culture of behavior in the market; culture of maintaining external relations with suppliers and customers; customer service culture (consumers of services and products); dynamism, commitment and sustainability of relationships.

Organizational culture is focused on the internal environment and is manifested, first of all, and mainly in the organizational behavior of employees /24/.

Organizational culture is often confused with corporate culture. Corporate culture are some invented rules that employees at work must follow: how to dress, how to arrive on time for work, etc. .

Organizational culture is a culture that expresses itself in the system of relations that has developed in this organization, through the standard decisions that people make. Over time, the situation changes, the environment may change, but these decisions remain as some kind of rituals: “It is customary for us ...”.

Organizational culture should also not be confused with business culture. Business culture can be defined as the culture of making and sharing profits. In turn, business culture can be decomposed into organizational culture, or the culture of this particular firm, this particular community of people who are organized in some kind of institution.

Organizational culture is a model of behavior characteristic of a particular enterprise, a system of values, interactions and relationships, determined by cultural norms, beliefs and shared by the majority of employees. The levels of organizational culture form the basis of its structure.

From the article you will learn:

what are the levels and structure of organizational culture;
levels of formation of organizational culture;
levels of development of organizational culture.

Surface	Subsurface (middle)	Deep (basic)
Applied technologies		Gender Relations
Observed Behavior	Values	Influence of religion
Architecture	Purpose and mission of the company	Ethical attitudes of employees
The manner in which employees communicate with partners and customers	Ideas and beliefs of the organization	General representations about the nature of time, space, reality, human relations, the person himself and his activities
The language of communication
Rituals, ceremonies, customs
Formal structure

At the surface level, phenomena are easy to spot, but difficult to correctly interpret. Artifacts of this level are events with a high degree of emotional involvement of the staff, carried out according to certain rules (see Table 1).

The next subsurface level of organizational culture reflects the norms, values, ideas and beliefs of the organization shared by its employees. At this level, the desire of the organization to choose its goal and mission, as well as determine the means to achieve them, is manifested. Formed values and ideas are realized by the staff and regulate the behavior of team members.

The subsurface level can be seen with closer contact with the enterprise, the following aspects of life are relevant here:

the purpose of the company is innovation, customer focus;

distribution of power - the degree of acceptable inequality is set;

concern for personnel, respect, fairness, adequate remuneration;

organization of work - discipline, rotation of personnel;

decision-making - individual, group.

And the last, deep level of the organizational culture of the organization most accurately and fully reflects the behavior of people, the way of leadership, the methods of reward and punishment. It uses unconscious basic settings that guide the behavior of employees and determine their attitude towards the enterprise.

The deep level is hidden from an external observer and reflects the general psychology of the personnel of a given company. The basic attitudes used are often not realized even by the members of the team themselves (see Table 1). Basic concepts are greatly influenced by national culture.

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Structure and elements of organizational culture

Structure of organizational culture formed during the development of the organization. Objective organizational culture belongs to the very first superficial level and is usually associated with the physical reflection of the enterprise. It consists of the following elements:

company building, its design;

office location;

equipment and furniture;

clothing style of employees;

colors and volumes of space.

Subjective organizational culture is determined by the subsurface and deep levels and includes the following elements:

myths, legends and stories about the company and its heroes, leaders;

organizational ceremonies, rituals, taboos;

language of communication and slogans.

It is the subjective organizational culture that is the basis for the formation of leadership style and problem solving, managing the company as a whole.

Levels of formation of organizational culture

Formation of organizational culture includes the development of its structure at all levels. The main components of organizational culture are the mission of the enterprise, its values, goals, norms, customs, rituals.

Level #1

Company's mission is a set of provisions that reveal what the organization does, a kind of religion of the company. Each of its members must clearly understand this mission in order to actively organize themselves for its implementation. The presence of a clear and formulated mission is a source of tremendous energy for the team. Thanks to her, enthusiasm and inspiration in work is born. Based on the adopted mission, goals, objectives of the enterprise and criteria for the effectiveness of decisions made by management are developed.

Level #2.

Values companies show what is important for the personnel of this company. These are some kind of indicators that determine the success, job satisfaction of employees and the professional prestige of the enterprise. Core values are at the core of any organization. They help to combine the ideas of the creators with the individual interests of employees. Leading individual values are called: an atmosphere of respect in the team, creative implementation, diligence, justice, responsiveness, tolerance, initiative, competitiveness.

Level #3

Purpose of the enterprise is the desired result that the company is working to achieve. Among the goals, goals-tasks, goals-systems and goals-orientations are distinguished.

Level number 4.

Enterprise norms are means of regulating the behavior of employees and entire teams, acting continuously in time general rules which are mandatory for everyone. The normative side of organizational culture includes a fairly wide range of requirements.

Level #5

Rituals and customs form a system of behavior of employees, create a certain stereotype that regulates behavior, often freeing them from accepting independent decision. With the help of ritual forms of interaction, you can quickly introduce the staff to the leading organizational values and traditions, form unity and corporate spirit of the team.

All elements of organizational culture are designed to preserve it as a whole.

Levels of development of organizational culture

The development of organizational culture is an inevitable process at all levels of the enterprise. Changes external environment, economic changes and new technologies, internal reforms dictate their terms, and management is forced to look for ways to change that can increase the efficiency and dynamism of the company's organizational culture.

Cultural development work includes the following steps:

analysis of culture - assessment of its current state, comparison with the desired culture and an intermediate assessment of elements that need to be changed;
assessment of the effectiveness of the existing ideology, goals and mission of the organization and, if necessary, the formation of new ones;
thinking through a model of effective leadership;
development special offers and measures;
change of emphasis in personnel policy;
using the experience of previous activities, ingrained traditions and procedures.

To change the culture, a special management strategy is needed in the organization:

change in management style;

change of focus in personnel development programs;

changing the criteria for motivating employees;

change of organizational symbols and rituals.

In conclusion, it is important to emphasize that organizational culture brings the company a very specific material result. A properly formed organizational culture allows you to effectively implement the strategy of the enterprise, increases the cohesion of the team and the efficiency of its work.

A characteristic model of behavior and its own system of values, relationships and interactions in a particular enterprise is an organizational culture, which is determined by beliefs and cultural norms shared by almost all employees, and the basis of its structure is levels. It invariably helps to work effectively and smoothly, to fulfill the most complex production tasks, promotes team cohesion and uniting it into a team. Formed levels of organizational culture already in the formation of the enterprise. In the first years of the organization's existence, certain rules, not always written down somewhere in the orders, and also a set of values appears that fully corresponds to the ideas of the founders of the enterprise. Organizational culture is never stagnant, it develops, changes and gains depth of meaning.

Structure

There are the following levels of organizational culture: deep, subsurface and superficial. If we see logos and slogans relating to this enterprise, and any other paraphernalia that is only external way interaction with a superficial level, observed by everyone at the first contact with this institution. It should be noted that all levels of the organizational structure have their own artifacts. The superficial easily detects all the phenomena inherent in him, but few people correctly interpret them. Artifacts here are such events where the degree of emotionality and involvement of all employees is highest. And of course, the rules are quite strictly defined for them. All levels of the organizational culture of the organization can be characterized as behavioral normative, the difference in direction and degree of awareness.

The second, subsurface level always reflects the values, norms, beliefs, ideas of the given organization shared by all employees. It is here that the desire to choose a goal and mission, to determine the means to achieve them is revealed. It is rather difficult to recognize this level from the outside, close contact with this organization is needed. It is the prevailing ideas and values, realized by the team, that regulate their behavior. And, finally, the levels of the organizational culture of the organization represent their deepest, reflecting in all its completeness and accuracy each element of the collective organism. This is a way of leadership, and the behavior of colleagues, and methods that are used as a reward and as a punishment. The basic settings are used here on an unconscious level, but they clearly guide the behavior of all employees and determine the attitude of the team towards the enterprise. From an external observer, the deep level is hidden, it reflects general psychology company employees. It should be noted that the national culture most strongly influences the basic ideas.

Edgar Shane

The American psychologist Edgar Shane explained the levels and structure of organizational culture in the most accessible way. Moreover, he was the founder of a new scientific direction of organizational psychology. Being a theorist and practitioner of modern management, he created a model that explains just such a structure of organizational culture. It is sometimes called the iceberg model, because a truly outsider will see in an unfamiliar institution only the smallest part of what the levels and structure of organizational culture are.

The model is three-stage: the first contains artifacts, the second contains the proclaimed values, and the third contains the basic assumptions. And this is how Shane described the levels of organizational culture. The surface will show the observer only visible facts. These are the architecture, the technologies that are applied, the form of the structure, the visible behavior, the ceremonies, the language, the rituals, the myths, the manner of communication, and the like.

surface level

All phenomena and things at this level are easily detected. However, they also need to be deciphered, interpreted using the terms of this particular organizational culture. The history established in the collective and the values of this organization formed on its basis, partly turned into myths, which created unique customs and rituals, which, again, are peculiar only to this collective, will require lengthy explanations.

All this is characterized by a huge degree of involvement, emotionality, which colors all events and all joint actions that take place according to the initially established rules. This contributes to the cohesion of the team, which jointly ensures stability and the preservation of common values. Rituals can be very different: communication (rules of communication - formal and informal), work (routine, weekdays, everyday life), managerial (meetings, voting procedures, decision-making), official (encouragement of the best, support of basic values).

The second level according to E. Shane

Levels of organizational culture are not the only separate segments in the structure. There are an indefinite number of sub-cultures, counter-cultures, invisible to the outside eye, among the monolith of the main organizational culture, which either weaken or strengthen the cohesion of the team. What level of organizational culture is represented by the values, perceptions, and beliefs shared by the entire diverse team? Of course, subsurface. Human behavior is governed by these values and beliefs. Here is an example: there is a recession in production, the management decides not to fire anyone, but to lay off everyone working week(as it happened in one of the divisions of the Russian furniture giant). If this step leads to good results and the enterprise "corrects", the attitude towards the company's management should be fixed as a general, even universal idea of corporate values.

However, unfortunately, this is not always the case, and the behavior of the team most often does not correspond to the proclaimed values. The latter are rarely clearly articulated, and therefore the diagnosis may not give an answer to what extent high level organizational culture of the enterprise. When studying the values of the team, it is necessary to pay attention to such aspects of collective life as the "face" of the organization, its purpose (which is more important - quality or innovation, for example); how power is distributed (whether everyone is satisfied with the existing degree of inequality); how employees are treated (do they care, do they respect each other, do the bosses have favorites, are the rewards fair); how the work is organized (is the discipline strict enough, how often is the rotation of employees used); what is the management style (democratic or authoritarian); how decisions are made (individually or as a team) and so on.

deep level

Even more secret - the last level, deep. This includes basic assumptions that are not realized even by the members of the organization, unless they specifically focus on this issue. However, although these are just taken for granted, they are so strong assumptions that they basically direct people's behavior, which Edgar Schein wrote about in his works. The levels of the organizational structure are a set of basic concepts that give meaning to objects and phenomena that guide actions in certain situations. Shane calls this integrated system a "map of the world." This is for sure a contour map, without precise definitions the location of objects, because people experience comfort only when they are in the atmosphere of their own ideas, in another system they inevitably feel discomfort, because they are unable to understand what is happening, most often perceiving another reality distortedly and giving it a false interpretation. All three levels of organizational culture are encrypted for an outsider's eye, but the third - deep - especially.

Basic assumptions include such inexplicable concepts as the nature of time, the nature of space, the nature of reality, the nature of man. Naturally, the most encrypted are human activity and human relations. The levels of organizational culture include numerous layers of attitudes and relationships, including religious factors, which also have a strong influence on organizational relationships, especially in some regions. This can also include ethical attitudes - gender relationships, adherence to work schedules, the appearance of employees and the like, as it were, trifles, but the world consists of them. It is quite easy to observe such artifacts, but it is difficult to interpret. To understand the organizational culture of a particular group of people, you need to go to their level of ideas in order to carefully consider their values and artifacts. And it must be taken into account that it is at the deepest level that the national culture has the greatest influence.

The study

Edgar Shane thoroughly worked out the concept, and the levels of organizational culture obediently divided the monolith of human relationships in the team. The study must begin from the very first, superficial level of artifacts. Otherwise, probably, it cannot happen. After all new employee, for example, begins acquaintance with the team and the company without fail from the most visible signs of it.

In the process of immersion on the level of values, he tries to dive, to penetrate from subsurface ideas to deep ones. But the formation of the levels of the organizational structure takes place in the opposite direction. First, the deep level develops, without this, creation and creativity itself are impossible. Then values gradually appear and, finally, artifacts.

Relationships and rejection

As already mentioned, organizational culture is not a monolith. It consists of a (predominant), many groups of subcultures and countercultures that either strengthen or weaken common culture organizations. basic principles subcultures usually do not contradict too much, they most often accept almost all the values of the dominant culture, but the organization receives some specificity from them, unlike the others. These are both gender and territorial or functional subcultures. There are a great many of them. But the counterculture may well act as a direct opposition to the dominant culture and its values, including patterns of corporate behavior.

All declared basic goals counterculture denies this organization, and in this often a deep level of development of organizational culture is reached, that is, the counteraction is carried out almost reflexively. AT real life it can be shareholders who have put together a group to remove management or change the company's strategy, as well as managers who lack power, or unions fighting for justice. If an organization is undergoing some kind of transformation, the role of countercultures can be greatly enhanced, and the dominant organizational culture will have to fight for its territories where its priorities are shared.

Control

Organizational culture can and should be managed. This process, of course, is very complex, relationships occur among a large number people who constantly replace each other, and even permanent members of the team, necessarily change their internal ideas under the influence of certain circumstances that can neither be foreseen nor prevented. Phenomenologists completely deny the impact on organizational culture. However, supporters of a rational pragmatic approach are sure of something else. They insist that there can be a purposeful influence on people's ideas, and through this their behavior will change. Leaders have the most impact on fundamental collective values, they inspire employees and their dreams and aspirations.

Of course, provided that the leaders have obvious and sincere obligations for everyone regarding universal values, which they absolutely must share. Great attention on their part to what is happening in the organization, to all the details, even insignificant ones, guarantee the success of influencing organizational culture. Clever leaders skillfully manipulate things and symbols, create new patterns of behavior by personal example. Even surface-level attributes, when manipulated in this way, become more and more effective over time, thus influencing the sub-surface level of the organization's culture. In this way, even the team's basic assumptions can be changed. However, the results here are almost impossible to predict, since the process is long and difficult, and by influencing one variable, one can achieve irreversible changes in another. Usually only their initiator believes in good changes.

Influencing factors

Organizational culture is the basis of the potential of each enterprise, it is it that determines its success in the long term. This is exactly what distinguishes one organization from another, this is the soul of each team. The formation of organizational culture is influenced by many internal and external factors. The internal ones include the goals and mission of the enterprise, its strategy, as well as the nature of the work and content. An important role is played by the education and qualifications of employees, their level general development. And, as was said, the personality of the leader has special meaning. To external factors that affect organizational culture include the economic conditions of a given time and given circumstances, national characteristics, as well as features of the business environment in the organization and the entire industry.

If we move away from Shane's research, we can find another division into levels of organizational culture - into objective and subjective. This version itself is much simpler and much less about management. At the objective level, there are things of a visual plan: from the design of premises, furniture and equipment to catering and appearance employees. We can say that this refers to the purely physical environment of the organization. The subjective level is a bit more complicated: it is the language of communication and the communication system, the relationship between employees. These are norms and values, rituals and traditions. This attitude to time, motivation and the basis for the formation of levels of organizational culture is precisely its subjective component. It almost entirely depends on the management culture, leadership style and problem-solving skills of leaders, which, of course, helps to maintain organizational culture in the team.

Methods

The methods used by leaders to maintain organizational culture include the following:

Attention to objects and objects, to assessments, to monitoring the activities of employees.
Rapid response to crises and critical situations.
Properly worked out criteria for statuses and rewards, hiring, dismissal and, on the contrary, promotion.
Initiative in the formation of traditions and symbols of the organization.

By itself, organizational culture cannot exist, it is always in the context of the culture of the geographical region and the whole society, besides, it is influenced by national culture. But without an organizational culture, none corporate enterprise cannot exist, because with its help the culture of individual units, teams, groups - both workers and managers - is formed.

The beginning of the study of the phenomenon of organizational culture was laid by the outstanding German scientist (sociologist, economist, historian, culturologist Max Weber (1864 - 1920). The author of the concept of rational bureaucracy, as many know, great attention paid attention to the culturological component of the "machine model of organization". From the standpoint of the theory of rationality, M. Weber presented four "ideal types" of social action:

purposeful action - the thoughtful use of conditions and means to achieve the goal;

value-rational action - based on faith in values;

affective action - conditioned emotional state;

traditional action - based on a long habit or custom.

And this is at the beginning of the last century.

The development of the concept of organizational culture began actively in the early 1980s. last century in the USA. Today, the discipline "Organization Culture" is read as an independent course and is included in the section of the disciplines "Strategic Management", "Theory of Organization", "Organizational Behavior" for future professional managers. Nevertheless, in the vast majority of textbooks, scientific works no distinction is made between the terms "organizational culture" and "organizational culture". As for the practical use of research in the field of organizational culture, the situation, to put it mildly, leaves much to be desired. Blind striving for results at any cost, or rather, by any means, determines the style of behavior of leaders. Acting by the power of their official powers, management with their own hands reduces the effectiveness of management.

The value of the culture of the organization as a set of fundamental beliefs, values, traditions, norms, and customs adopted at the enterprise is not in doubt today. There is a tendency of world management to strengthen the cooperative vector in managerial interaction, since the effectiveness of collective work depends on the level of development of the organization's culture. On the Russian enterprises there is still no purposeful management of the process of creating an intra-company culture, and the tendency towards extreme centralization of management remains, which is explained by a number of features that had developed at the beginning of perestroika or emerged during it. This is first of all:

powerful privileges that directors of enterprises received during the years of reforms, the only way to keep which - strict centralization and depersonalization;

the social vulnerability of our workers, which contributes to the bureaucratic rigidity of domestic organizations;

low level legal and economic culture of the population, which is a direct consequence of the long-term existence of the administrative-command system.

The vast majority of both managers and employees industrial enterprises the skills and attitudes of value-oriented behavior with specific status decision-making criteria were formed. Basically, the preserved management system is amenable to change only in case of severe dysfunctions, which are carried out from the top down, and, as a rule, the managers who make decisions on them do not have sufficient information to make the necessary adaptive changes.

Since market relations and institutions have not yet developed in Russia, and past social experience assumed only strict centralization, the question of the optimal ratio of centralization and decentralization, which is the essence of improvement in any organizational system is especially relevant in our country.

In the West, there are two types of staff turnover - physical and mental. Some leave the organization de jure, others de facto. Passive presence, and even hidden resistance, is quite difficult to detect, and even more difficult to eradicate it administratively. No one disputes that human actions in an organization are not limited to purely economic relations, but there are very few leaders who try to highlight the socio-cultural aspect of efficiency: you need to start with yourself.

According to modern sociological vocabulary "culture– a specific way of organizing and developing human life activity, represented in the products of material and spiritual world, in system social norms and institutions, spiritual values, in the totality of people's relations to nature, to each other and to themselves" . And then the culture of the organization is a specific way of organizing and developing people united to achieve a common goal. The specificity lies in the methods of activity, forms of development, the nature of the response to changes in the external and internal environment.

“a system of symbolic intermediaries that direct and limit the activity of members of the organization;

a set of basic ideas shared by the majority of members of the organization or its active core, which serve as a means of internal regulation and programming of the organizational behavior of individuals or groups at the symbolic level.

One of the first attempts to distinguish between the concepts of "organization culture" and "organizational culture" was as follows: "Based on the basic definition of culture, under the culture of the organization(of an enterprise) in general, one should understand the totality of common values and norms of behavior recognized by the employees of a given enterprise. Respectively under organizational culture enterprises need to understand the totality of values and norms of organizational behavior adopted at this enterprise. If one can unequivocally agree with the first definition, then the second does not quite accurately reflect the meaning of the concept.

Organizational behavior is the behavioral response of an individual (group) to organizational influences. The theory of organizational behavior is an independent field of research that emerged from management science in the 1950s and 1960s. last century. There are three levels of organizational behavior:

personal - behavioral reactions of the individual, determined by the characteristics of the individual himself and the conditions of his activity;

group - behavioral reactions of the group in which this person is included, determined by the characteristics of the group and the conditions of joint activity;

organizational - behavioral reactions of the individual (group), determined by the characteristics of the organization.

These behavioral responses should be within the framework of the organization's social order, supported by administrative measures and (or) provided by the culture of the organization. The higher the level of culture of the organization, the lower the cost of maintaining social order. The degree of self-organization depends on this level.

Organizational culture is the process of uniting members of an organization into a single whole based on informal procedures for regulating their organizational behavior. Informal regulatory procedures based on shared values ethical standards, traditions, bring multidirectional personal goals of the members of the organization in line with the goals of the organization. If the culture of an organization is a system of symbolic intermediaries (an object), then organizational culture is the process of ensuring orderliness and coordination of actions of members of an organization on the basis of ideal images and informal relationships.

Organizational culture, being a factor of self-organization, affects the degree of centralization of the management mechanism, and hence the formation of the organizational structure of management. Its importance is especially great for innovation activities: Determining the intensity and direction of innovation, the culture of the organization predetermines the strategy for overcoming intra-organizational resistance to change.

Analyzing the structure of organizational culture, E. Shein distinguishes its three levels: superficial, internal and deep. Acquaintance with organizational culture begins with a superficial level, including such external organizational characteristics, as the products or services provided by the organization, the technology used, the architecture of production facilities and offices, the observed behavior of employees, formal language communication, slogans, etc. At this level, things and phenomena are easy to detect, but they can not always be deciphered and interpreted in terms of organizational culture.

Those who try to understand organizational culture more deeply affect its second, internal level. At this level, the values and beliefs shared by the members of the organization are examined in accordance with the extent to which these values are reflected in symbols and language. The perception of values and beliefs is conscious and depends on the desire of people. Researchers often limit themselves to this level, as the next level is almost insurmountable.

The third, deep level includes basic assumptions that are difficult to understand even for the members of the organization without special focus on this issue. These hidden and taken for granted assumptions guide people's behavior, helping them to perceive the attributes that characterize organizational culture.

Some researchers offer a more detailed structure of organizational culture, highlighting its following components:

1 Worldview - ideas about the world around us, the nature of man and society, which guide the behavior of members of the organization and determine the nature of their relations with other employees, customers, competitors, etc. Worldview is closely related to the characteristics of the socialization of the individual, his ethnic culture and religious beliefs. Significant differences in the worldviews of workers seriously impede their cooperation. In this case, there is ground for significant intra-organizational contradictions and conflicts. At the same time, it is very important to understand that it is very difficult to radically change the worldview of people, and significant efforts are required to achieve some mutual understanding and acceptance of the positions of people with different worldviews. An individual's worldview is difficult to express in clear verbal formulations, and not everyone is able to explain the basic principles underlying his behavior. And to understand someone's worldview, it sometimes takes a lot of effort and time to help a person explicate the basic coordinates of his vision of the world.
2 Organizational values, i.e. objects and phenomena of organizational life, essential, significant for the spiritual life of workers. Values act as a link between the culture of the organization and the spiritual world of the individual, between organizational and individual being. Personal values are reflected in consciousness in the form of value orientations, which also include a wide range of social values recognized by a person, but not always accepted by him as his own goals and principles. Therefore, it is possible both an incomplete, inadequate reflection of personal values in consciousness, and an orientation in terms of consciousness to values that are not real motives for behavior. Values can be maintained even if there are significant personnel changes in the organization. At the same time, a certain change in values can be carried out, which will also affect the behavior of the members of the organization. Organizational values are closely related to organizational mythology, expressed in a system of stories, myths and even anecdotes, which contain some respectable characteristic of any member of the organization that distinguishes him from many others.
3 Styles of behavior that characterize the employees of a particular organization. This also includes specific rituals and ceremonies, the language used in communication, as well as symbols that have a special meaning for members of this organization. An important element can be any character that has characteristics that are highly valuable for a given culture and serves role model behavior for employees. The behavior of employees is successfully corrected by a variety of training and control measures, but only if the new patterns of behavior do not conflict with the components of the organizational culture described above.
4 Norms - a set of formal and informal requirements imposed by the organization in relation to its employees. They can be universal and private, imperative and indicative, and are aimed at maintaining and developing the structure and functions of the organization. The norms include the so-called rules of the game, which the newcomer must master in the process of becoming a member of the organization.
5 Psychological climate in an organization that a person encounters when interacting with its employees. The psychological climate is the predominant and relatively stable spiritual atmosphere that determines the relationship of team members to each other and to work.

None of these components alone can be identified with the culture of the organization. However, taken together, they can give quite full view about organizational culture. Many components of culture are difficult to detect for an outsider. You can spend several weeks in an organization and still not understand the fundamental principles of the culture that govern the actions of people. Each employee, coming to the organization, goes through a certain procedure of organizational socialization, during which, month after month, he comprehends all those smallest nuances that together form the organizational culture.

We bring to your attention the journals published by the publishing house "Academy of Natural History"