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What indicators are affected by corporate culture. Influence of corporate culture on efficiency. Types of organizational and managerial culture

Currently, corporate culture refers to the atmosphere or social climate in an organization. Corporate culture is a complex of social norms, attitudes, orientations, stereotypes of behavior, beliefs, customs that are developed and recognized by the organization's team that make a person, a group behave in certain situations in a certain way. At the visible level, the culture of a group of people takes the form of rituals, symbols, myths, legends, linguistic symbols, and artifacts.

Corporate culture can be created purposefully from above, but it can also be formed spontaneously from below, from various elements of different structures introduced by human relations between employees, managers and subordinates, different people who became employees of the Corporation.

Meaning corporate culture for the development of any organization is determined by a number of circumstances.

Firstly, it gives employees an organizational identity, determines the intra-group view of the company, being an important source of stability and continuity in the organization. This gives employees a sense of the reliability of the organization itself and their position in it, and contributes to the formation of a sense of social security.

Secondly, knowing the basics of the organizational culture of your company helps new employees to correctly interpret the events taking place in the organization, identifying everything that is most important and significant in them.

Thirdly, the intra-organizational culture, more than anything else, stimulates the self-awareness and high responsibility of the employee who performs the tasks assigned to him. By recognizing and rewarding such people, the organizational culture identifies them as role models (role models).

Corporate culture is important for any organization because it can influence:

the motivation of employees;

the attractiveness of the company as an employer, which is reflected in staff turnover;

the morality of each employee, his business reputation;

performance and efficiency labor activity;

the quality of work of employees;

The nature of personal and industrial relations In the organisation;

attitudes of employees to work;

the creative potential of employees.

There are the following types of corporate culture:

· According to the degree of mutual adequacy, stable and unstable cultures. A stable culture is characterized by well-defined norms of behavior and traditions. Unstable - the lack of clear ideas about the optimal, acceptable and unacceptable behavior, as well as fluctuations in the socio-psychological status of workers.

· Integrative and disintegrative cultures are distinguished according to the degree of correspondence between the personal values of each employee and the system of intra-group values. An integrative culture is characterized by unity public opinion and intragroup cohesion. Disintegrative - the lack of a unified public opinion, disunity and conflict.

· According to the content of the values dominating in the organization, personality-oriented and functionally-oriented cultures are distinguished. A person-oriented culture captures the values of self-realization and self-development of the employee's personality in the process and through the implementation of his professional and labor activities. A functionally oriented culture supports the value of implementing functionally defined algorithms for the implementation of professional and labor activities and behavior patterns determined by the status of an employee.

· Depending on the nature of the influence of corporate culture on the overall performance of the enterprise, positive and negative corporate culture are distinguished.

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INTRODUCTION…………………………………………………………………….….3

Chapter 1. Organizational culture in management and its development …………....5

1.1 The concept and elements of organizational culture …………………………… 5

1.2 Functions and types of organizational culture…………………………..….16

1.3 Types of organizational and managerial culture……………………..21

1.4 The impact of culture on organizational performance………………....26

1.5 Model B. Cate………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….

1.6 Model T. Peters - R. Waterman…………………………………………..30

1.7 Model of T. Parsons……………………………………………………………………32

Chapter 2. Analysis of the corporate culture of CJSC "Trest No. 88"……………….33

2.1. General characteristics of the activities of CJSC "Trest No. 88"………………...33

2.2. Analysis of the current corporate culture of the enterprise…………...36

CONCLUSION………………………………………………………………….44

REFERENCES………………………………………………………….46

INTRODUCTION

An organization is a complex organism, the basis of the life potential of which is organizational culture: that for which people became members of the organization; how the relationship between them is built; what stable norms and principles of life and activities of the organization they share; what they think 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. Organizational culture is not so clearly manifested on the surface, it is difficult to “feel” it. If we can say that the organization has a "soul", then this soul is the organizational culture. People are the bearers of culture in an organization. However, in organizations with a well-established culture, it seems to be separated from people and becomes an attribute of the organization, a part of it that has an active influence on the members of the organization, modifying their behavior in accordance with the norms and values that form its basis.

Since organizational culture plays a very important role in the life of an organization, it should be the subject of close attention from management. Management not only corresponds to the organizational culture, is highly dependent on it, but can, in turn, influence the formation and development of organizational culture. To do this, managers must be able to analyze organizational culture and influence its formation and change in the desired direction. The influence of culture on organizational performance is determined primarily by its compliance with the overall strategy of the organization. In general, there are two ways in which organizational culture influences the life of an organization.

First, as shown above, culture and behavior mutually influence each other. Second, culture influences not so much what people do as how they do it.

There are various approaches to identifying a set of variables through which the influence of culture on the organization can be traced. Typically, these variables form the basis of questionnaires and questionnaires that are used to describe the culture of an organization.

The set of variables chosen by management for analyzing the organization can be directly related to the level of organizational interaction: organization - external environment; group - group; individual - organization. At the same time, for each level (individual, group, organization), both the effectiveness of their functioning from the point of view of the interests of the organization and satisfaction can be measured. In addition, each of these groups of variables can be considered in terms of time, i.e. be predominantly short or long term oriented.

Having considered the relevance of the topic, we set the goal of the work: to study the culture of the organization and its impact on the effectiveness of the functioning of the organization.

Work tasks:

Consider organizational culture in management and its development;

Consider the impact of culture on organizational performance;

Consider the interaction between cultures;

Consider changing organizational culture.

Chapter 1. Organizational culture in management and its development

1.1 The concept and elements of organizational culture

Increasing the effectiveness of management, along with other important factors in the functioning of the organization, organizational culture.

Organizational culture is a system of collectively shared values, symbols, beliefs, patterns of behavior of members of the organization that give a common meaning to their actions.

Organizational culture combines the values and norms inherent in the organization, the style and procedures of management, as well as the concepts of technological and social development. Organizational culture sets the limits within which confident decision-making is possible at each of the levels of management, the possibility of using the resources of the organization as a whole, responsibility, gives directions for development, regulates management activities, and contributes to the identification of members with the organization. Under the influence of organizational culture, the behavior of its individual members is formed.

At the heart of organizational culture: the needs of the individual and the needs of the organization. No two organizational cultures are the same, just as no two people are exactly the same.

The performance of any organization is associated with its organizational culture, which in one case contributes to survival, in the other - to the achievement of the highest results, in the third - leads to bankruptcy.

In Fig.1. the dependence of organizational culture, which is manifested in the activities of managerial personnel, the behavior of its members, in the structure of the organization and the processes taking place in it, on the external environment is presented.

The main parameters of organizational culture include:

1. Emphasis on external (customer service, etc.) or internal tasks of the organization. Organizations focused on the needs of the client, subordinating all their activities to them, have significant advantages in market economy This improves the company's competitiveness.

Rice. 1. Organizational culture and performance of the organization.

2. The focus of activity on solving organizational problems or on the social aspects of its functioning. One of the options for social orientation is the organization's steady attention to everyday,

3. A measure of risk readiness for the introduction of innovation. A measure of activity orientation towards innovation processes or stabilization.

4. Measure to encourage conformism (change or evaluation of the individual's opinion in the direction of greater agreement with the group) or individualism of the members of the organization. Orientation of incentives to group or individual achievements.

5. The degree of preference for group or individual forms of decision making. A measure of centralization - decentralized decision-making.

6. The degree of subordination of activities to pre-planned plans.

7. Expression of cooperation or rivalry between individual members and between groups in the organization.

8. The degree of simplicity or complexity of organizational procedures.

9. A measure of members' loyalty to the organization.

10. The extent to which members are aware of their role in achieving the goals of the organization. Loyalty of members of "their" organization. one

Organizational culture has a number of specific properties. The main characteristics of an organization's culture are:

Collaboration shapes the perceptions of employees about organizational values and ways to follow these values.

Generality. This means that not only all knowledge, values, attitudes, customs, but also much more is used by the group to meet the deepest needs of its members.

The core elements of an organization's culture don't require proof, they go without saying.

Hierarchy and priority. Any culture involves the ranking of values. Often, absolute values are put at the forefront, the priority of which is unconditional.

Consistency. Organizational culture is complex system, which combines individual elements into a single whole.

The "strength" of the impact of organizational culture is determined by:

Homogeneity of the members of the organization. Commonality of age, interests, views, etc.;

Stability and duration of joint membership. Short-term membership in the organization and the constant change in its composition do not contribute to the development of cultural characteristics;

The nature of the joint experience, the intensity of interaction. If the members of the organization overcame real difficulties through joint efforts, then the strength of the impact of organizational culture is higher.

Organizational culture has a significant impact on the life of an economic organization.

The influence of organizational culture on the activities of the organization is manifested in the following forms:

Identification by employees of their own goals with the goals of the organization and with the organization as a whole through the adoption of its norms and values;

Implementation of norms prescribing the desire to achieve goals;

Formation of the organization's development strategy;

The unity of the process of implementing the strategy and the evolution of organizational culture under the influence of the requirements of the external environment.

Diagnostics of organizational culture involves the study of documents, monitoring the management style, confidential communication with employees at all levels of the organization's hierarchy. The collection of information allows you to create a profile of organizational culture, which reflects: the content of values, their consistency, general orientation.

Management of organizational culture involves its formation, strengthening (preservation) and change. The formation of organizational culture requires taking into account the gradual, evolutionary nature of its development and is carried out using the following measures:

1. The implementation of the so-called symbolic leadership, i.e. the creation of symbolic figures and images of leaders embodying the best values and norms of the organization.

2. Concentration of efforts on the formation of the most essential organizational values and norms.

3. Creation and expansion in the organization of local "islands", which are subject to certain values.

4. Changing the behavior of employees through experiencing the real success of the organization.

5. Creation of signs of organizational culture expressing values and norms.

6. Combining directive and indirect ways of forming organizational culture.

The exchange of information is important for the formation of organizational culture - this is the use of various forms of information transfer to create an image of the organization and the wide information of members of the organization and consumers of its products about the policy and goals of the organization.

Formation of organizational culture differs depending on different approaches. The main approaches to organizational culture include:

The internal approach involves the choice of a mission related to production or service, the definition of a social mission, the principles of recruitment, the orientation of the internal culture of the organization to meet the needs of its members.

The cognitive approach (providing knowledge) focuses on career planning and staff development, including the lowest levels of the hierarchy, on the existence of a system of proposals for improving the activities of the organization and each of its members, strategic focus, informal leadership models.

The symbolic approach implies the presence in the organization of a special language, symbolic activities (actions), special ceremonies, a fixed history of the organization, legends, symbolic figures (people), etc.

The incentive approach draws special attention of organizations to the system of motivating employees. In this case, the organization pays its employees the same or even higher than in other similar companies. Remuneration for the results achieved is expressed in the form of providing training opportunities, development of business and personal qualities of the staff. Each member of the organization can use the services of consultants and teachers to improve their own activities. Special programs for professional and managerial careers in the organization are being developed. It is assumed that the creation of a climate suitable for motivation largely depends on management personnel. A prerequisite is that training and career planning is carried out "cascade", that is, from the very top of the hierarchical pyramid down, without missing a single level. 2 13 Influence corporate culture on the efficiency functioning organizations ...

Corporate culture (7)
Coursework >> Management
Rules and requirements. 2.2 Influence corporate culture on the efficiency functioning organizations How corporate culture affects on the efficiency organizations? Efficiency requires that culture organizations, her strategy...
Influence organizational culture on the the results of the work of the personnel of the enterprise
Abstract >> Management
... influence on the formation corporate culture enterprises and determines a number of specific features corporate culture specific enterprise. four. Influence organizational culture on the efficiency work ...

Efficiency is a dynamic qualitative category associated with the intensity of the organization's development, reflecting the processes of improvement taking place in all its structures and elements.

The effectiveness of the corporate culture of the organization is manifested through the level of motivation of its staff, the image of the organization among consumers of the goods and services it offers, its reputation as an employer. It would be wrong to talk about the direct impact of corporate culture on the current economic efficiency of the organization. More accurate is the consideration of corporate culture as an investment in the development of the organization's intangible assets. Any subject economic activity is a man. A look at the employee of the organization as one of the central factors of production indicates the role of the human factor in modern conditions development, characterized by the presence of a direct relationship between the results economic activity organizations from quality, motivation, value orientations, beliefs, morality, faith, traditions.

In constantly changing market conditions, characterized by the presence of fierce competition, the growth of information volumes in organizations, their values and culture are characterized by relative stability.

The impact of corporate culture on the activities of the organization occurs through the implementation by its employees of a forecast of the development of a particular situation, in relation to which they evaluate and build models of their behavior. Their implementation in the process of activity makes it possible to strengthen certain tendencies, and thus create situations adequate to them. In the context of the foregoing, it is possible to apply a quantitative approach to assessing the impact of corporate culture on the efficiency of an organization, proposed in the work of L.S. Savchenko. We are talking about the concept of situational scoring, the essence of which is to assign a certain score to each individual criterion of corporate culture in order to use its effectiveness.

Assessment of the degree of impact of corporate culture on the efficiency of the economic activity of the organization, determined by the ratio of the result (effect) and the costs that cause this result, involves assessing the possibility of corporate culture in ensuring the economic growth of the organization and the ability to stimulate progressive structural and qualitative changes.

Corporate culture has an impact on the strategic development prospects of the organization (for example, on the reputation of the organization, its competitiveness in the market), as well as on the effectiveness of operational management actions (in particular, the social effect or profitability of programs (projects) or increasing the effect of introducing managerial innovations).

The definition of "efficiency" is often correlated with the term "effectiveness". Both terms refer to mathematical criteria that do not allow to determine the value of the results achieved or not achieved for the organization as a whole, about the usefulness or uselessness for its employees of the goals set for them, the effectiveness of which they evaluate. Modern management neglects the mathematical nature of performance and efficiency, therefore, often, along with them, the concept of success is used, which becomes a criterion for many employees and organizations in the field of management.

An analysis of theoretical sources allows us to identify four main models that consider the impact of corporate culture on the effectiveness of an organization (Table 1)

Tab. 1. Models that consider the impact of corporate culture on the performance of the organization

		Main characteristics
	Sate process model	Considering the influence of corporate culture through seven processes: The process of cooperation between employees - whether the corporate culture promotes a team or individual way of performing tasks; Decision-making process - whether the corporate culture contributes to minimizing disagreement in decision-making; The control process - does the corporate culture contribute to the creation of effective methods control; Communication process - whether the corporate culture contributes to improved communication between members of the organization; The organization's commitment process - whether the corporate culture promotes the identification of the employee with the goals of the organization; The process of perception of the organizational environment - whether the corporate culture contributes to the common interpretation of the members of the organization of their experience; The process of justifying employee behavior - whether the corporate culture contributes to an objective perception by management of the behavior of an employee who takes risks in the interests of the organization.
	The Peters-Waterman Perfection Model	Considering the influence of corporate culture on the performance of the organization through eight factors: Propensity to act: go-go politics; Customer orientation: learn from the people we serve; Autonomy and Entrepreneurship: Supporting Innovation and Feeding the Champions; Human factor: people determine performance and quality; Practicality, mission commitment: leadership shows commitment; The principle of "stay with knitting": stick to what you know; Simplicity of structure, small staff: the most the best companies keep a minimum number of managers at headquarters; A combination of freedom and cohesion: autonomy production activities with common goals and principles.
	Parsons AGIL Model	Considering the success of an organization as social system based on the specification of certain functions: adaptations; Achievement of goals; Integrations; legitimacy.
	The Quin-Robrach Competing Values Model	Consideration of the influence of corporate culture on the effectiveness of the organization in three dimensions: Integration, showing the degree of emphasis either towards control (stability, order, predictability) or towards flexibility (innovation, adaptation, change); Focus (external / internal), reflecting the orientation of interest on the internal problems of the organization (integration, unity, staff satisfaction), or the predominance of interest in strengthening the position of the organization in external environment); Instruments/results, emphasis on the one hand, on processes and procedures (planning, goal setting, etc.), and on the other hand, on the final results (productivity, profitability, etc.).

The question of formulating the criteria for the effectiveness of corporate culture is of interest to researchers. So, G.S. Israelyan developed a system of criteria that determine the effectiveness of the corporate culture being formed and allow, when developing mechanisms for the formation of a corporate culture, to take into account individual characteristics all functional areas of the organization, including: the criterion of staff motivation; criterion of value goal-setting of the organization; criterion of visible attribution; the criterion for the presence of a specific form of organization of business processes; criterion of the nature of the organization's activities / type organizational structure; criterion for taking into account external impact on the organization and employees.

I.V. Groshev and A.A. Mishchenko propose to consider the effectiveness of the functioning of various subsystems of the organization as criteria for the effectiveness of corporate culture: social, informational, technical, marketing, economic.

E.S. Gaidarzhi was asked to consider the criteria for effective organization of involvement, consistency, adaptability, mission and evaluate them using the calculated factors of the effectiveness of corporate culture: delegation of authority, teamwork, personnel development, core values, agreement, coordination, change management, customer focus, organizational learning, strategic focus, goals, objectives, vision.

In general, it can be concluded that the criteria economic efficiency management of corporate culture are diverse, and in order to reduce them to a single indicator, it is necessary to continue research in this direction.

There are a number of definitions of organizational or corporate culture. Below are just a few of them:

a set of behavior patterns acquired by the organization in the process of adaptation to the external environment and internal integration, which have shown their effectiveness and are shared by the majority of the organization's members;
a habitual way of thinking and a way of acting that has become a tradition, which is shared to a greater or lesser extent by all employees of the enterprise and which must be learned and at least partially adopted by newcomers in order for new members of the team to become “their own”;
the unique characteristics of the perceived features of the organization, what distinguishes it from all others in the industry;
ideas, interests and values shared by the group. There are many typologies of cultures, there are such types as: “friends”, “family”, forced, depressive, schizoid, clan, bureaucratic and many, many others.

There is also a "traditional" non-scientific division into Russian and Western types of doing business.

The culture of the organization is manifested in the behavior of people, in the dress code, office design, motivation system, rules and regulations, mission and goals, etc. Organizational culture exists always and everywhere. The only question is who manages: either the leaders of the company culture, or the culture of them. If this issue is ignored by top management, then opinion leaders or other influencers create a culture that will serve their personal interests, and not the interests of the company. According to the broken window theory, 5% of people will always abide by the rules, 5% will never, and 90% will follow whichever way the boat "swings" or where opinion leaders lead it.

Impact on efficiency

To measure the impact of corporate culture on business performance, it is important to have meters. To do this, it is necessary that any management system or its elements acceptable to the company exist, for example: management by objectives (MBO), a system balanced scorecard(BSC), performance management systems, key indicators activities (KPI), system strategic planning. Or at least long-term and medium-term goals, project management system. If the company does not yet have a specific management model, then the implementation of the model is in itself a process of forming a result-oriented culture. As a rule, where management technology has not been introduced, culture is not tied to the result, culture management is limited to holding events. And the connection between goals, results, achievements, motivation based on achievements is the basis that forms the culture of attitude to work.

Management often underestimates the relationship between company performance and culture. And then the results are obtained separately, culture separately. Understanding the importance of the influence of culture on the result appears when leaders make the transition from the declaration “people are our main resource” to the real realization that the attitude to work is the cornerstone of success. This is what will allow you to think about the fact that culture can be controlled.

In other words, corporate culture management becomes a resource.

As for the performance indicators, they are standard, and the world of management, management has accumulated a huge amount of experience. As a rule, indicators are grouped between the following clusters: finance, customers, business process management, innovation, personnel. I will give one - "the number of deals made with repeat customers." If the indicator is high, then the return of customers is ensured, including due to the culture of customer orientation in the company.

As experience shows, the whole range of work within the framework of the topic under discussion is more effective if it is based on formalized system values. This allows you to form a link "value - goal - performance indicator". It is clear that this is not about values “for show”, but about those that reflect reality - even if not 100%, but this is the ideal that the company strives for. Attitude towards values is an attitude towards work. If the values are “non-working”, then the employee is “non-working”, that is, other instruments of motivation for efficiency are used to a greater extent.

The “through-cutting role of values” is important, which is manifested both in the competency model, and in articles on the topic of the day, and in the discussion problematic issues. Sometimes it is useful to do a “revision”, to ask the question: “How are the values reflected in the training system, personnel assessment, in work with claims?”.

If one of the airline's values is expressed as "compliance with high international standards of operational safety", then the goal will be to minimize, practically eliminate situations leading to aircraft accidents, the indicator will be a reduction in the percentage of violations. Thus, a culture of safety is being formed, which implies a “culture of timely reporting of an error (“self-denunciation” or “denunciation of a colleague”, which is impossible to comprehend in the Russian mentality), as well as a “culture of non-punishment for an error”, that is, a detailed analysis of the causes, taking into account features of the human factor (this is also difficult to perceive, since, according to everyday psychology, the guilty must always be found and punished). A high level of security directly affects passenger traffic, which, of course, is reflected in financial indicators. By the way, the corporate culture always has an industry “binding”, and it is difficult to judge it without being privy to the intricacies of production.

An indicator of culture measurement can be a link "value - goal - performance indicator". It is important to build this dependence “before” the moment of setting goals and “after”, that is, to check how values influenced the achievement of goals.

1. Assessment of compliance of declarations with actions.

On the one hand, this is the existence of documents regulating the corporate culture: mission and values, regulations on corporate culture, codes of ethics, policies, etc. The mere existence of documents is already the first step towards the management of culture. What is not formulated is not managed and can be interpreted by everyone in their own way.

On the other hand, this is an assessment of the "life" of documents, that is, a correlation with reality, which is carried out through the following forms of work: a) all types of assessment: performance assessment, staff satisfaction assessment, involvement assessment; b) feedback systems: focus groups (very effective method to clarify information about the results of satisfaction assessments), interviews (sometimes very informal) of key employees or opinion leaders, internal forums; what is extremely important is not to perceive the opinion of one employee and even a group of people as the opinion of the majority.

Example. Company value: “We provide our staff with every opportunity to develop in achieving our goals through a continuous training program for each employee.” Existing documents: training regulations, company training plan, individual plan development, "ability to learn" as one of the assessed competencies in the annual performance assessment. Quantitative indicator "number of training days per employee". A qualitative indicator is the recognition of learning as an important factor in development. According to the results of the employee opinion survey, training was noted as one of the most important factors due to which an employee achieved an increase in personal effectiveness. At the end of the year, the activity of employees in the formation of training needs increased, it was even necessary to limit the number of training/days per employee. Senior executives noted in interviews that managers “switched to management language”, “less time was spent on meetings, planning meetings began to go faster”, “decisions became faster and more thoughtful”.

2. Observation.

Method one: content analysis. It is very useful to listen and hear what and how employees say. Feel the difference: “Seryoga, these devils from the facility will drive up to you again, they took out the whole brain” and “Well, how can I refuse them, they are my internal clients, I had to stay after work and prepare a document for them.”

Method two: behavior observation. A smile, a greeting, an offer of help, a manner of communication - both with an external and with an internal client. If the client said: "I'm surprised everyone in your company says hello," you can give yourself a plus sign. And here, in contrast, the courier’s remark: “I will always deliver the documents of this manager last, he will never look at you and shake your hand, and always looks past you.”

Method three: test purchase or "mystery shopper". Positive Feedback call center inspires operators for a long time.

What influences organizational culture?

growth in the value of the company, brand and specific financial indicators;
position of the company in the market (shares in different segments and categories);
HR brand of the company;
reviews about the company among customers and partners;
the relevance of products and services (the ability to keep up with changes in conditions, the timing of bringing new products to the market);
growth of business manufacturability, improvement of business processes (both the production of products for the end consumer, and the convenience and efficiency of systems for employees within the company);
performance of social functions.

The list goes on…

Approaches to the formation and management of corporate culture

It is important that the situation is “ripe”. Throwing seeds into unprepared soil may not always bring seedlings. There are companies that have introduced a corporate governance system, in which it has not gone down below the executive director, although in itself it is a favorable platform for managing corporate culture.

Whatever the situation, the main thing is to notice and catch it in time, that is, "lead the revolution." The project should be led directly by the HR manager. AT project team should be top managers of key business areas. Sponsor (project curator) - CEO. The personal interest of the latter is an indispensable condition.

There are three successive processes: formation, promotion, consolidation. The most difficult is, perhaps, promotion. The method of "involving the masses in the development of the mission and values" requires a high level of staff knowledge in the field of management and a high level of organization, takes a lot of time, but gives the effect of ownership and hence a high degree of adherence to what is developed in-house. Employees should definitely be involved in the discussion of ready-made formulations of values, but rather in the paradigm of “how this should manifest itself in my work”, “what needs to be done to put it into practice” or “what hinders/helps us follow a particular value”.

Help support:

Building trust in senior management. Achieved through the openness and accessibility of senior managers: the “open door” effect. Example. One of the presidents I respect big company the door to the secretary's waiting room was always open, and the secretary's door to the corridor. Confidential matters were discussed behind closed doors. Not everyone was breaking through the open door, although there was such a possibility. Another leader, appointed chairman of the board, did not move into the large office of the former chairman, a highly respected person, but made a magnificent conference room in it, equipping it with technical innovations.
Recognition and PR of value-oriented examples. Publication of notes about the actions of employees in accordance with the values. Example: the flight attendant refused to transfer to the business class the namesake, who introduced himself as the brother of the president of the company and said that the brother forgot to warn about this, with the goal of provoking the flight attendant. The namesake turned out to be a journalist who told this story in a letter to the president of the company.
Protecting company values from external encroachment. Example: incorrect behavior official caused a threat to flight safety. In response to the remark of the flight attendant, an inadequate reaction followed with insult and assault. Upon arrival, the flight attendant received a complaint demanding his dismissal. After the refusal of the company, the prosecutor's office was connected. The litigation was serious. As a result executive deprived of parliamentary powers.
"Live" communication with leaders. In addition to a newspaper or an internal portal, internal press conferences (road shows), pizza on Fridays, etc. also work well. live communication. A top manager is a public person. According to some estimates, up to 30% of his time should be spent communicating with the staff (not meetings, but “going out to the people”). Highly good way– scheduled attendance at trainings: say a welcoming word, sit for 5-10 minutes in a group.
Management of informal information flows. Rumors set the mood. It's hard to fight them. The only effective way is open discussion of problems. Another option is to lead the process. An example (not a very good one, but still): the security service actively "scans" rumors and uses the technique of "running rumors" as an element of creating the right opinion, but ... this is not at all environmentally friendly. There are other possibilities as well. If the employees asked you to sit with them in karaoke, then this is not “relaxation” - this is work. Confidential communication is not a reason for manipulation, it is an opportunity to hear an opinion, to show sincere empathy. At the same time, remember about the distance and business relations. Alcohol is strictly prohibited (you are at work).
Identification and involvement of opinion leaders in corporate projects. Example: involvement in the development of indicators for the competencies of employees of the financial department who have great authority in the company.

Can destroy:

"Double standarts". Examples: “All these values for the staff, we have our own system, we are “tops”, which is supposed to Jupiter, not supposed to be a bull”; Availability huge amount"political issues" (that is, favoritism) in hiring, in the distribution of bonuses, in retaining inefficient but "important" employees for the company ("She is a relative of an important person in government"); opacity financial relations: “If earlier my employee clearly understood how much he would receive as a bonus, now when the plan is overfulfilled, the amount of the bonus is determined by Executive Director at our discretion "or:" And we decided to pay you less this month official salary because you didn't work it out. All this gives rise to a belief in injustice, a decrease in motivation, followed by a decrease in work efficiency. The ideas of corporate culture must be implemented by daily example, work, internal politics. Any specialists should understand that they will have to change, first of all, themselves. And if there are severe restrictions on the part of, for example, shareholders or there is no firm decision to introduce a new one, it is better not to start such events. "Trying" doesn't work here. Failing to meet the expectations of employees for change is worse than not changing anything.
"Planting Culture". Active agitation, propaganda, a constant reminder of the need to show loyalty to the company, that we work for the sake of the client (combined with "double standards" gives a special effect). Mandatory attendance at corporate events, as well as the support of management, is the highest sign of loyalty.
"Formal approach". “The mission and values are for the site, in fact, everything is different.” Or: “We offer a high level of service”, super-service in the client area, expensive furniture, exquisite drinks, but at the same time the client asks: “Why is my paperwork taking 3 months instead of the promised one?”.
"Ignoring corporate culture as a system." Understanding culture as a series of mass cultural events to relieve stress or inspire work: “Everyone is tired, we urgently need to conduct an on-site training”, “We need a corporate party to unite”, etc.
"Flies and Cutlets". Often people tend to associate some local problems with corporate culture in general. When discussing a topic, employees usually give out a lot of negative statements on all topics that concern them - from the level of pay to the lack of soap in the canteen. You need to have extensive experience in changing corporate culture and developed facilitation skills in order to clearly classify problems - where are cultural issues, where are the elementary laziness of individual employees.