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Methods for assessing the effectiveness of organizational culture. Evaluation of the effectiveness of organizational culture management. Thus, representatives of the behavioral school have developed an approach to identifying significant factors of effective leadership: an approach from the position

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Introduction
1 . The concept and essence of leadership style and organizational culture
1.3 Foreign experience in assessing leadership styles and organizational culture
2 . Analysis of management styles of managers in OJSC "8 March"
2.1 Organizational and economic characteristics of OJSC "8 March"
2.2 Assessing leadership styles
2.3 Organizational culture assessment
3 . The main directions for improving leadership styles and organizational culture
3.1 Activities to improve leadership style and organizational culture
3.2 Calculation of the effectiveness of measures to improve the leadership style and organizational culture
Conclusion
List of sources used
INTRODUCTION
In accordance with the Program of Socio-Economic Development of the Republic of Belarus for 2011-2015, the main tasks of the state policy in the social and labor sphere were determined in order to increase the efficiency of the use of personnel and the competitiveness of the labor force in the labor market.
The main goal is not just to provide citizens of the Republic of Belarus with jobs, but to give them the opportunity to use their experience, qualifications and abilities as efficiently as possible, open their own business and guarantee decent remuneration for decent work.
As a result of the entry into force of Directive No. 4, the state is taking a set of measures that could significantly increase the role of entrepreneurship, really increase its contribution to the formation of economic growth, ensure the high efficiency of the Belarusian economy based on the maximum use of private initiative.
This thesis is dedicated to the topical modern organization topic - organizational culture and leadership styles. The issue of organizational culture in organizations is relevant today and its relevance will grow as Belarusian organizations advance in the world market.
Each organization is a unique sociocultural entity. She "lives" according to her own internal laws, which are not repeated anywhere. In every organization there is a formation of a certain way of thinking and certain ways of behavior of employees. Organizational culture is a specific set that is formed by norms, values, beliefs, beliefs, myths, rituals, sanctions, expectations, habits, which are a determining factor in the behavior of employees and a distinguishing factor from other organizations.
The formation of organizational culture, perhaps even unconsciously, is determined by the leader. The personality of the manager, his values, ways of behavior, leadership style, all this directly affects what kind of organizational culture is formed in the organization.
In the literature on management issues and organizational culture, it is rare to find a consideration of the issue of the influence of leadership styles on the formation of the organizational culture of an organization.
The organization functions and develops as a complex organism. Constantly influenced by external environment adapting to changes, a modern organization must have the ability to form and accumulate potential, which can provide not only a timely and adequate response to environmental influences, but also make it possible to actively change the surrounding reality, effectively manage the functioning and development of numerous elements and subsystems of the organization. This "life" potential of the organization's activity is provided by the organizational culture: what people became members of the organization for; how the relations between them are built, what principles and methods of work performance are used in the activities of the organization. This causes not only the difference between organizations, but also determines the success of its functioning and survival in the competitive struggle. In any organization, there is a dialogue between people, carriers of organizational culture, on the one hand, and culture that influences human behavior, on the other.
To reveal the theme of the thesis, it is required, among other things, to form the value attitudes of the individual, organization, relationships, etc. It is about norms, rules, or standards, on organizational behavior. All behavior must be judged or self-evaluated by the most socially progressive standards. This is a fairly large area of application of forces for both theorists and practitioners. The relevance of the study and application of such norms, rules and standards is undeniable.

Leadership style is one of the basic concepts in managerial psychology. It refers to the way or system of ways in which the leader influences his subordinates in order to successfully perform their functions and successful work organizations.

AT modern conditions market economy, in conditions of high competition between manufacturers and the demand for quality products, the functions of managers have also changed. So, they are subject to a number of requirements, which include ensuring high productivity, monitoring the quality performance of their duties by employees, etc. In this regard, there is a need to improve leadership styles, using which one could meet the requirements. This explains the relevance of the work.

In the transition to the market, there is a slow departure from hierarchical management, a rigid system of administrative influence, practically unlimited executive power to market relations based on economic methods. Based on this, a fundamentally new approach to priorities becomes necessary. The main thing inside the organization is employees, and outside it - consumers of products. It is necessary to turn the consciousness of the worker towards the consumer, and not towards the director; to profit, not to waste; to initiative and not to thoughtless execution. It is necessary to move towards social norms based on common economic sense, not forgetting about morality.

The modern concept of production development is that maximum productivity, quality and competitiveness can only be achieved with the participation of each employee in the improvement production process initially at their workplace, and later in the organization as a whole. The involvement of personnel in the process of improving production creates a creative environment and is a powerful motivator for personnel to work, which allows each employee to maximize their experience and creative abilities.

An organization is a sociotechnical system where people work together to achieve common goals. The functioning of any organization involves the awareness of all employees (and not just management) of the goals and values of the organization and their participation in the development of the organization's policy.

An effective economy is, first of all, effective management. Ultimately, management is primarily human resource management.

Personnel management is central to the management of employees, since it is the daily management activities of managers that ensure the achievement of the main goals of the organization.

The leader performs the most important function of management - leadership. The result of the manager's work is a decision, i.e. a specific type of information that guides the functioning and development labor collective. The work of the leader is associated with the development and transmission of information.

In countries with developed market economy the study of the discipline "Personnel Management" has long been not only the most important integral part training of managers at all levels, but also an integral component of higher education in general.

At present, many leaders of domestic organizations various forms property underestimate the importance of personnel management methods inherent in modern management and actively used abroad for effective management and increase labor productivity. At the moment, in many organizations, managers reduce the impact of employees to only two methods: administrative methods of influence and economic incentives.

Today it can be argued that the underestimation of management, both at the macro and micro levels of effective modern methods management productive labor become one of the main obstacles and the weakest link in the management of economic development.

The purpose of the thesis is to improve methods for assessing leadership styles and organizational culture in an organization.

In accordance with the goals, the following tasks were set and solved:

Studied the concept and essence of leadership style, the influence of style on organizational culture;

The concept and essence of organizational culture has been studied;

Disclosed foreign experience in assessing leadership styles and organizational culture;

Conducted an assessment of leadership styles;

Organizational culture was assessed;

An assessment was made of the influence of leadership styles on the effectiveness of organization management;

Proposed measures to improve leadership styles and organizational culture.

The subject of the study is the organizational culture and the head of the organization. The object of the study is OJSC "8 March".

When writing the thesis, such methods were used as: synthesis and analysis, the method of description, comparison, chronological, statistical and analytical methods.

The methodological basis for the study of this thesis was the works of such authors as: I. Ansoff, A.V. Vyazgin, R.L. Krichevsky, V.P. Pugachev, Yu.A. Tsipkin, S.A. Shapiro and others. When writing the thesis, the following periodicals were used: "Personnel Management", "Money and Credit", "Personnel Management", "Problems of Theory and Practice of Management".

The structure of the thesis includes: introduction, 3 chapters, conclusion, list of references.

The work was done on 72 pages of printed text, including 17 tables, 15 figures, the list of sources used includes 54 titles.

1. CONCEPT AND ESSENCE OF MANAGEMENT STYLE AND ORGANIZATIONAL CULTURE

1.1 The concept and essence of leadership style

The problem of finding effective management of an economic entity is closely related to the personality of the leader, with his inherent features and nature of relations, as well as with the system of theoretical views in combination with skills and abilities. management activities manifested in his behavior. Significance of the considered aspect for functioning economic system so great that it is the subject of study of various scientific and practical disciplines: sociology, psychology, social psychology, social philosophy, management theory, theory of organization, management, etc. At the same time, each of them, characterizing the personality of the leader and his role in the development of the organization, uses such categories as "management method", "behavior style", "management style", "leadership style", "leadership style", considering them identical. The difference in the interpretation of these concepts depends on the topic and aspect of the study of a particular author.

Leadership style in the context of management is the habitual measure of behavior of a leader towards subordinates in order to influence them and encourage them to achieve the goals of the organization. The degree to which a manager delegates, the types of authority he uses, and his concern for human relations first or task first, all reflect the leadership style that characterizes that leader.

The word style is of Greek origin. Initially, it meant a rod for writing on a wax board, and later it was used in the meaning of "handwriting". Hence, we can assume that the style of leadership is a kind of "handwriting" in the actions of the manager.

Leadership style- a typical type of behavior of a leader in relation to subordinates in the process of achieving the goal.

The earliest approach to evaluating management style was a merit-based view. According to personality theory of leadership, also known as the theory of great people, the best of leaders have a certain set of personal qualities that they all have in common (intelligence level, knowledge, impressive appearance, honesty, common sense, initiative, social and economic education, and a high degree of confidence in yourself). Therefore, if you can identify these qualities in yourself, then perhaps their development, which allows you to become a good leader in the future.

Later, another, behavioral approach arose, which created the basis for a more precise definition: management style is a relatively stable system of ways, methods and forms. practical activities manager, the habitual manner of behavior of the leader in relation to subordinates, aimed at influencing and inducing them to achieve the goals of the organization. The degree to which a leader delegates authority, the types of authority he uses, and his concern primarily with human relations or task performance reflects the leadership style that characterizes that leader. But even this approach was not complete. Further research has shown that situational factors play a significant role in the effectiveness of leadership, which, for example, include the needs and personal qualities of subordinates, the nature of the task, the requirements and impact of the environment, and the information available to the manager. In practice, this means that the head-leader must lead differently in different situations.

Thus, representatives of the behavioral school have developed an approach to identifying significant factors of effective leadership: an approach from the perspective of:

- personal qualities;

- features of human behavior in the organization;

- specific situation.

According to the behavioral approach to leadership, in terms of the way and method of dealing with subordinates, each organization is a unique combination of individuals, goals and objectives. And each manager is a unique person with a number of abilities. Therefore, the style of leadership must be correlated with some position of the leader. According to Kurt Lewin's classification, style is one-dimensional and can be authoritarian, democratic, or liberal.

Authoritarian leadership style. The autocratic leader is authoritarian in management. The autocratic leader has enough power to impose his will on the performers, and if necessary, resorts to it without hesitation. The autocrat deliberately appeals to the needs of the lower level of his subordinates on the assumption that this is the level at which they operate.

Autocratic leadership was found to result in higher productivity but lower satisfaction than democratic leadership. Douglas McGregor developed the theory of leadership, highlighting two types of leaders "X", "Y". According to Theory X:

“People initially do not like to work and avoid work whenever possible.

“People have no ambition and try to get rid of responsibility, preferring to be led.

“Most of all, people want security.

– To force people to work, it is necessary to use coercion, control and the threat of punishment.

A leader of this type, having sufficient power, imposes his will on the performers, single-handedly makes and cancels decisions, does not allow his subordinates to take the initiative, is categorical, often harsh with people. Always orders, disposes, instructs, but never asks. The main content of his managerial activity consists of orders and commands. Everything new is perceived by such a leader with caution, or not perceived at all; in managerial work, he practically uses the same methods. Thus, all power is concentrated in the hands of such a leader, called an autocrat. Even the placement of employees during the meeting is focused on constant monitoring of their activities. This creates a tense environment, subordinates in this case, consciously or intuitively tend to avoid close contact with such a leader.

Authoritarian leadership achieved more work than democratic leadership. However, on the other side of the scale were low motivation, less originality, less friendliness in groups, lack of groupthink, more aggressiveness towards both the leader and other group members, more repressed anxiety, and at the same time more dependent and submissive behavior. Compared to democratic leadership, under liberal leadership, the amount of work is reduced, the quality of work is reduced, there is more play, and polls show a preference for a democratic leader.

More recent research has not fully supported the findings that autocratic leadership resulted in higher productivity but lower satisfaction than democratic leadership.

Democratic leadership style. The idea of a democratic leader MacGregor called the theory of the leader "Y", its content is reduced to the following positions:

Labor is a natural process. If conditions are favorable, people will not only accept responsibility, they will strive for it.

If people are attached to organizational goals, they will use self-management and self-control.

Because of these assumptions, the democratic leader prefers mechanisms of influence that appeal to higher-level needs: the need for belonging, high purpose, autonomy, and self-expression. A true democratic leader avoids imposing his will on his subordinates.

A leader who uses a predominantly democratic style seeks to resolve issues collegially, inform subordinates about the state of affairs, and respond correctly to criticism. In communication with subordinates, he is polite and friendly, is in constant contact, delegates part of the managerial functions to other specialists, trusts subordinates. Demanding but fair. Members of the team take part in preparation for the implementation of management decisions. Quite often, having explained the goals of the organization, the leader allows subordinates to define their own goals in accordance with those that he formulated. A democratic manager during business meetings is usually placed in the middle of the groups. This creates a relaxed atmosphere when discussing the problems of the development of the organization.

Liberal leadership style. A leader with a liberal leadership style practically does not interfere in the activities of the team, and employees are given complete independence, the opportunity for individual and collective creativity. Such a leader with subordinates is usually polite, ready to cancel the decision he made earlier, especially if this threatens his popularity (table 1.1).

Table 1.1 - Leadership styles

Style	Democratic	Liberal
The nature of style	Concentration of all power and responsibility in the hands of the leader Personal setting of goals and choice of means to achieve them Communication flows are predominantly	Delegation of powers with retention of key positions by the leader Decision making is divided into levels based on participation Communication is active in two directions	Removal of responsibility by the leader and renunciation in favor of the group or organization Enabling the group to self-govern in the manner desired by the group Communications are built mainly horizontally
Strengths	Attention to urgency and order, predictability of the result	Strengthening personal commitment to work through participation in management	Allows you to start the business as it is seen without the intervention of the leader
Weak sides	Restrained individual initiative	Takes a lot of time to make decisions	The group can lose direction and slow down without leader intervention.

Source: .

The influence of management styles on the effectiveness of group work has also been studied by German scientists for a long time. It was found that the productivity of labor was constantly increasing in a team where the democratic style of leadership prevailed, a decrease in efficiency - in a team with a liberal and authoritarian style.

Comparing groups with high and low labor productivity in various organizations we can say that the difference in performance explains the style of leadership. It turned out that the person-centered management style, due to the nature of the situation, often did not contribute to increasing labor productivity and was not always the optimal behavior of the leader. Similar to McGregor's Theory X and Y continuum, high- and low-performing team leaders were classified along a continuum ranging from one extreme, work-focused (X-theory) to the other, person-centered (Y-theory). ).

Picture 1.1 - Comparison of the effectiveness of different styles of controlinleniya

Source:

A work-focused leader, also known as a task-focused leader, is primarily concerned with task design and the development of a reward system to improve work performance. The classic example of a work-focused leader is Frederick W. Taylor. Taylor built the task on technical principles of efficiency and rewarded workers who over-fulfilled a quota carefully calculated based on a measurement of potential output.

In contrast, the first concern of a person-centered leader is people. It focuses on increasing productivity through improved human relations: emphasizing mutual assistance, allowing employees to participate as much as possible in decision-making, avoiding petty patronage, and setting a high level of productivity for the unit. He actively considers the needs of subordinates, helps them solve problems and encourages their professional growth.

Based on his research, Likert concluded that leadership style will invariably be either work- or person-centered. There was not a single leader who would show both of these qualities to a significant extent and at the same time. The results also showed that a person-centered leadership style improved productivity in almost all cases.

As an extension of his research, Likert proposed four basic leadership style systems (Table 1.2). Later it was found that each of these styles "in pure form' is rare.

Table 1.2 - Leadership style systems

Leadership style	Style characteristic
	Managers motivate people by the threat of punishment, the use of rewards, and they make their own decisions.
	Managers are self-confident and trust their subordinates, apply the basics of motivation and encouragement. Use the ideas of subordinates.
Consultative Democratic	Managers give a certain amount of trust to subordinates, use their ideas and points of view, and consult with subordinates in the process of making managerial decisions.
Participation based	Managers show full confidence in their subordinates, listen to their opinions, involve them in all types of activities, treat subordinates as equals.

Source: .

Managers belonging to system 1 (exploitative-authoritarian) have the characteristics of an autocrat.

System 2 is called benevolent-authoritarian. These leaders may maintain authoritarian relationships with subordinates, but they allow subordinates, albeit in a limited way, to participate in decision making. Motivation is created by reward and in some cases punishment.

The leaders of system 3, called advisory, show considerable, but not complete, trust in their subordinates. There is two-way communication and some degree of trust between supervisors and subordinates. Important decisions are made at the top, but many specific decisions are made by subordinates.

System 4 implies group decisions and participation of workers in decision making. According to Likert, it is the most effective. These leaders have complete trust in their subordinates. The relationship between the leader and subordinates is friendly and mutually trusting. Decision making is highly decentralized. Communication is two-way and unconventional. In addition, they are people-oriented, as opposed to system 1 managers who are work-oriented.

Likert's research showed that the most effective grassroots leaders paid attention, above all, to the human aspects of the problems facing their subordinates, and created relationships based on mutual assistance. They thoughtfully divided subordinates into production groups and set complicated tasks for them. They used group leadership instead of traditional one-on-one conversations with subordinates.

Several differences in the approach to determining the optimal way to achieve the effectiveness of the organization.

Autocratic approach. In addition to the Theory X proposals, autocratic and work-oriented method advocates argue that: An autocratic leadership style, especially benevolent autocracy, is more effective in reinforcing sole power over subordinates, motivating them to achieve organizational goals.

Concentration on work gives maximum productivity, because the manager can do a lot to improve labor efficiency, while he is powerless to change human nature.

The authoritarian leader believes that the following relationship between leadership style and performance is true in all cases.

Approach from the standpoint of human relations. In addition to the Y-theory proposals, proponents of a democratic, people-centered leadership style believe that: If action is not taken in time, the power of the executor can increase to such an extent that it undermines the influence of the leader and creates additional problems in the organization.

A human-centered approach maximizes productivity because the people directly doing the work are more than capable of redesigning it to be most efficient. Efficiency, artificially imposed by experts from above, often meets with such resistance that it negates its benefits. In addition, a human-centered leadership style increases employee satisfaction.

Thus, leadership style is a typical type of behavior of a leader in relation to subordinates in the process of achieving the goal. According to the behavioral approach to leadership, in terms of the way and method of dealing with subordinates, each organization is a unique combination of individuals, goals and objectives. And each manager is a unique person with a number of abilities. Therefore, the style of leadership must be correlated with some position of the leader. According to Kurt Lewin's classification, style is one-dimensional and can be authoritarian, democratic, or liberal.

1.2 The concept and essence of organizational culture

In modern literature, there are quite a few definitions of organizational culture. Like many other terms of organizational and managerial disciplines, organizational culture does not have a single correct interpretation. Each of the authors strives to give his own definition this concept. There are both very narrow and very broad interpretations of what an organization's culture is.

Most authors agree that the culture of an organization is a complex composition of important assumptions (often not amenable to formulation), accepted and shared without evidence by members of a group or organization. Organizational culture is often interpreted as the philosophy and ideology of management accepted by most of the organization, value orientations, beliefs, expectations,Withregulations and norms underlying relationships and interactions both within and outside the organization. Organizational culture is manifested in the relationships between people in an organization. That's why different people or different parts of an organization tend to describe its culture in similar terms.

Despite the obvious variety of definitions and interpretations of organizational culture, they have common points. Thus, in most definitions, the authors refer to patterns of basic assumptions that members of the organization adhere to in their behavior and actions. These assumptions are often associated with the vision of the individual's environment (group, organization, society, world) and the variables that regulate it (nature, space, time, work, relationships, etc.). It is often difficult to formulate this vision in relation to an organization.

Using the common that is inherent in many definitions, it is proposed to understand organizational culture as follows. Organizational culture is a set of the most important assumptions accepted by the members of the organization and expressed in the organization's declared values that give people guidelines for their behavior and actions. These value orientations are transmitted to individuals through the "symbolic" means of the spiritual and material intraorganizational environment.

The question of the degree of influence of organizational culture on the success of the organization is still open. However, it is clear that the relationship between culture and the results of the organization's work depends largely on the content of those values that are affirmed by a particular culture in the organization.

Structure of organizational culture constitute a set of assumptions, values, beliefs, and symbols that help people in an organization cope with their problems. So, E. Shine proposed to consider organizational culture at three levels

Knowledge of organizational culture begins with the first, “ surfaceaboutstnogo» , or "symbolic" level, including such visible external facts as applied technology and architecture, use of space and time, observed behavior, language, slogans, etc., or everything that can be felt and perceived through the known five senses of a person ( see, hear, taste, smell, touch). 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 get to know the organizational culture more deeply affect its second, "subsurface" 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.

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.

So, organizational culture covers a large area of phenomena of the spiritual and material life of the team, namely: the moral norms and values that dominate in it, the adopted code of conduct and rooted rituals.

When studying the experience of advanced organizations, the following main features of a developed organizational culture can be distinguished, which form a certain set of main goals facing them:

– the mission of the organization (general philosophy and policy”;

- basic goals of the organization;

- Code of Conduct .

These three mandatory elements of organizational culture in different organizations can be presented in different ways.

The content of organizational culture influences the direction of behavior and is determined not by a simple sum of assumptions, but by how they are interconnected and how they form certain patterns behavior. The hallmark of a culture is the relative order in which the underlying assumptions that form it are arranged, indicating which policies and principles should prevail in the event of conflict between different sets of assumptions. Thus, two companies can equally declare as one of their values the development of cooperation and internal competition in work. However, in one company, cooperation will have more to do with the decision-making process, and internal competition will have more to do with career planning. In another company, the emphasis may be reversed. The cultures of the two organizations will be quite different in content, despite the fact that the set of assumptions is essentially the same.

Organizational culture can be assessed, controlled, managed. The criteria for analyzing organizational culture are the following indicators:

"Thickness" of organizational culture- a relative value showing the share of the organization's defining organizational culture in the total number of culture recognized by the members of the organization;

"Separate Views"- an indicator that characterizes the number of basic provisions, norms, value orientations, traditions, etc., absolutely accepted by all members of the organization;

"Breadth" of organizational culture- a value that characterizes the quantitative ratio of members of the organization, for which this organizational culture is dominant, to the total number of members of the organization;

Organizational culture conflict- a situation in which not one organizational culture is decisive, but two (three);

The "Power" of Organizational Culture- the degree of manifestation of organizational culture and its influence on the behavior of staff.

The fundamental element of organizational culture is the values accepted in the organization that determine the content of its other elements (Fig. 1):

Mission, strategies, goals;

Management and leadership style;

Labor control;

Symbolism;

Organizational ethics;

Quality culture.

Figure 1.5 - The main elements of organizational culture

Source: .

When analyzing organizational culture, three main points should be highlighted:

1. Basic assumptions held by the members of the organization in their behavior and actions; they are often associated with the vision of the human environment (groups, organizations, societies ...);

2. Values that a person can adhere to: values guide what behavior can be considered acceptable or unacceptable; the accepted value allows a person to understand how he should act in a particular situation;

3. "Symbolism", through which value orientations are transmitted to members of the organization, are special documents in which value orientations, legends and myths are described in detail.

Organizational culture is formed during the formation of an organization, institution. At the time of creation and for the first time in the life of the organization, a culture is formed that initially corresponded to the ideas of its creators. Further, the culture develops, is filled with more deep meaning and accepted by new employees. A decisive contribution to the development of organizational culture is made by its higher leadership.

The structure of organizational culture is made up of a set of assumptions, values, beliefs, and symbols that help people in the organization cope with their problems.

The dominance of bureaucratic, organic, entrepreneurial, participatory organizational culture can be determined by the criteria (table 1.3).

Table1.3 - Criteria for assigning crops to a particular type

Criteria	Type of dominant organizational culture
	bureaucratic	organic	entrepreneurial	participatory
Assumption about the properties of workers	employees are born lazy, passive and need to be manipulated and controlled by the organization	workers are mainly concerned with social needs	employees are only interested in their own goals	community oriented hard workers
The main motives of the employee's activity	economic interest	social relations that develop in the process of work	challenge for self-realization	command situational motives
Organizational structure	bureaucratic	indefinite, adaptive	flexible, movable	organic, team
form of control	external control by management	group pressure	competition	corrective, self-control
	liberal - democratic		democratic, leadership

The most important task of modeling and predicting measures to increase staff motivation is to determine their patterns, to establish the direction of their development.

The essence of the concept of "efficiency" and the methods of measuring this indicator in economic science have developed quite a definite idea by now. It is known that, in general terms, the efficiency (E) of any system can be represented by an indicator that characterizes the ratio of the result (R) obtained by this system to the costs in the form of resources that caused this result (E), i.e. calculated using a very simple formula:

1) the quality of goods and services, increasing their competitiveness;
2) mastering the production of new goods;
3) deepening of specialization and cooperation of production with taking into account the territorial advantages of the company;
4) overcoming inefficiency by improving managerial skills and using effective motivations to stimulate the growth of labor productivity within the company;
5) the development of new technologies to minimize costs for the release of a given volume of production.

Thus, efficiency takes into account not only the result of activity (forecast, planned, achieved), determines the ratio of the result and the costs that determine this result, but also considers the conditions under which it is achieved. Efficiency is inherently comparative evaluation the result of activity, reflecting not only its ability to ensure economic growth, but also the ability to stimulate progressive structural and qualitative changes.

We will calculate the main technical and economic indicators for the above measures.

As mentioned above, for the formation corporate culture"Natali-Tours" company needs to improve the skills of employees, conduct certification, and stimulate labor.

Action 1. Carrying out certification and assessment of employees of the travel agency.

table 2

Technical and economic indicators of the effectiveness of certification measures

	Name of indicator		After the implementation of the measures	Changes
Abs. meas., +/-	Rel. change, %
	Revenue (excluding VAT)
	Cost price

	Number of employees
	payroll fund




	Return on assets (p.1 / p.3)
		thousand rubles/person

1. Using a number of literary sources, it can be assumed that the volume of revenue from the sale of services may increase in the range from 3 to 10%. Therefore, in this case, an increase of 5.0% is assumed. Revenue for 2011, taking into account the implementation of measures for the assessment and certification of personnel, will be:
54987.44 + 2749.4 = 57736.4 thousand rubles.

planned variable costs= 0.2 * 57736.4 = 11547.28 thousand rubles;

the cost of the event is 2.74 thousand rubles.

Thus, the planned cost after the implementation of the measure will be: 37328.36 + 11547.28 + 2.74 = 48878.38 thousand rubles.

It should be noted that the certification and evaluation of personnel in the travel agency "Natali-Tours" will not entail changes in the cost of fixed assets, as well as the number of employees.

57736.4 * 20.5 / 100% = 11835.96 thousand rubles.

Thus, the wage fund will amount to 11,835.96 thousand rubles.

Changes in other indicators are calculated using the formulas in Table 3.

The calculations made show that due to the growth in revenue by 5.0% and the increase in cost by 4.54%, the following indicators increased: balance sheet profit - by 5.99%, profitability of production - by 0.27%, profitability of sales - by 0, 2%.

In addition, the increase in revenue affected the growth of labor productivity by 4.76% and capital productivity by 4.77%.

The payroll fund will increase by 4.72% and, accordingly, the average salary - by 4.71%.

Thus, the presence of a positive dynamics of these values shows that the implementation of the certification and assessment of personnel in the travel company "Natalie-Tours" will be cost-effective.

Action 2. Program for training and advanced training of personnel.

Methodology for calculating technical and economic indicators

1. In this case, growth of 5.5% is assumed. Revenue for 2011, taking into account the implementation of personnel training measures, will be:
54987.44 + 3024.3 = 58011.7 thousand rubles

Table 3

Technical and economic indicators of the effectiveness of personnel training measures

	Name of indicator		Before events 2013	Changes
Abs. meas., +/-	Rel. change, %
	Revenue (excluding VAT)
	Cost price
	The cost of fixed production assets
	Number of employees
	payroll fund
	Balance sheet profit (p.1 - p.2)
	Profitability of production (p.6 / p.2) x100%
	Return on sales (p.6/p.1)x100%
	Labor productivity (p.1/c.4)
	Return on assets (p.1 / p.3)
	Average salary (p.5/p.4)	thousand rubles/person

2. Cost structure before the event: total cost in 2013 amounted to 46660.45 thousand rubles, including fixed costs 37328.36 thousand rubles. and variable costs 9332.09 thousand rubles.

We will calculate the cost after the implementation of the event. Fixed costs will remain the same - 37328.36 thousand rubles, and variable costs must be calculated as follows:

variable costs per 1 ruble of revenue = 9332.09 / 46660.45 = 0.2 rubles;

planned variable costs \u003d 0.2 * 58011.7 \u003d 11602.34 thousand rubles;

Thus, the planned cost after the implementation of the measure will be:

37328.36 + 11602.34 + 8.12 = 48938.82 thousand rubles.

It should be taken into account that the implementation of the program for training and advanced training of personnel in the Riviera company will not entail changes in the cost of fixed production assets, as well as in the number of employees.

It is also necessary to take into account that due to the increase in revenue, the size of the wage fund will increase. Let's make the necessary calculations:

11277 / 54987,44 * 100 % = 20,5 %
58011.7 * 20.5 / 100% = 11892.4 thousand rubles.

Thus, the wage fund will amount to 11,892.4 thousand rubles.

Changes in other indicators are calculated using the formulas in Table 4.

The calculations show that due to the growth in revenue by 5.5% and the increase in cost by 4.66%, the following indicators increased: balance sheet profit - by 8.22%, profitability of production - by 0.69%, profitability of sales by 0.5 %.

In addition, the increase in revenue affected the growth of labor productivity by 5.21% and capital productivity by 5.22%.

The wage fund will increase by 5.17%, respectively, the average wage will also increase by 5.17%.

Thus, the presence of a positive dynamics of these values shows that the implementation of a comprehensive program for training and advanced training of personnel in the travel company Riviera LLC will be cost-effective.

Action 3. Creation of a system of motivation and stimulation of the work of personnel.

Table 4

Technical and economic indicators of the effectiveness of measures to create a system of personnel motivation

	Name of indicator		Before events 2013	After implementation of measures 2011	Changes
Abs. meas., +/-	Rel. change, %
	Revenue (excluding VAT)
	Cost price
	The cost of fixed production assets
	Number of employees
	payroll fund
	Balance sheet profit (p.1 - p.2)
	Profitability of production (p.6 / p.2) x100%
	Return on sales (p.6/p.1)x100%
	Labor productivity (p.1/c.4)
	Return on assets (p.1 / p.3)
	Average salary (p.5/p.4)	thousand rubles/person

Methodology for calculating technical and economic indicators

1. In this case, the growth is 6%. Revenue for 2011, taking into account the implementation of measures to create a system of motivation and incentives for personnel, will be:
54987.44 + 3299.25 = 58286.69 thousand rubles
2. The cost structure before the event: the total cost in 2013 amounted to 46660.45 thousand rubles, including fixed costs 37328.36 thousand rubles. and variable costs 9332.09 thousand rubles.

We will calculate the cost after the implementation of the event. Fixed costs will remain the same - 37328.36 thousand rubles, and variable costs must be calculated as follows:

variable costs per 1 ruble of revenue = 9332.09 / 46660.45 = 0.2 rubles;

planned variable costs \u003d 0.2 * 58286.69 \u003d 11657.34 thousand rubles;

Thus, the planned cost after the implementation of the measure will be: 37328.36 + 11657.34 + 11.36 = 48997.06 thousand rubles.

It should be noted that the implementation of a comprehensive program to create a system of staff motivation in the travel agency "Natali-Tours" will not entail changes in the cost of fixed assets, as well as the number of employees.

It is also necessary to take into account that due to the increase in revenue, the size of the wage fund will increase. Let's make the necessary calculations:

11277 / 54987,44 * 100 % = 20,5 %
58286.69 * 20.5 / 100% = 11948.8 thousand rubles.

Thus, the wage fund will amount to 11948.8 thousand rubles.

Changes in other indicators are calculated using the formulas in Table 5.

The calculations show that due to the growth in revenue by 6% and the increase in cost by 4.77%, the following indicators increased: balance sheet profit - by 10.36%, profitability of production - by 1.11%, profitability of sales by 0.8%.

In addition, the increase in revenue affected the growth of labor productivity by 5.66% and capital productivity by 5.63%. The wage fund will increase by 5.62%, respectively, the average wage - also by 5.62%.

Thus, the presence of a positive dynamics of these values shows that the implementation of the methodology of remuneration, social benefits and social events for the staff of the company "Natalie-Tours" will be cost-effective.

Summing up economic efficiency project of measures to improve the corporate culture in the company "Natalie-Tours", we will determine the main technical and economic performance indicators travel company after the implementation of the proposed activities.

Table 5

Technical and economic performance indicators of the project for the implementation of the strategy for the formation of corporate culture in the company "Natali-Tours"

Name of indicator		Before events 2013	Activity 1	Activity 2	Activity 3	After implementation of measures 2011	Changes
Abs. meas., +/-	Rel. change, %
Revenue (excluding VAT)
Cost price
The cost of fixed production assets
Number of employees
payroll fund
Balance sheet profit (p.1 - p.2)
Profitability of production (p.6 / p.2) x100%
Return on sales (p.6/c.1)x100%
Labor productivity (p.1/c.4)	rub./person
Return on assets (p.1 / p.3)	rub./ rub.
Average salary (p.5/p.4)	thousand rubles / person

As a result of the implementation of the project of measures aimed at implementing the strategy of forming a corporate culture by stimulating the work of personnel, certification and advanced training, employees, the travel company "Natalie-Tours", the revenue of the travel agency will increase by 14.16%, and the cost will increase by 12.77% , which, in turn, will lead to an increase in book profit by 21.2%. Return on assets will increase by 14.19%.

Accordingly, a fairly significant increase in balance sheet profit, but at the same time an increase in cost, will lead to an increase in production profitability by 2.07%, as well as sales profitability by 1.5%.

Labor productivity will increase very significantly - by 14.16%, which confirms the effectiveness of the proposed activities in the travel agency.

The payroll fund will increase by 14.07%, which will lead to growth wages by 14.06% due to increased revenue.

Thus, it can be concluded that the proposed project of measures to implement the strategy of forming a corporate culture, consisting of improving the skills of employees, as well as stimulating the work of personnel, of the Natalie-Tours company is economically justified.

The proposed measures for the formation of the corporate culture of the company "Natalie-Tours" are of a complex nature, which will allow the most efficient use of the available financial and human resources and form a rational approach to managing the personnel of a travel agency.

The greatest economic effect from the implementation of the proposed activities is the development of a system of motivation and stimulation of the work of employees of the travel company "Natali-tours".

A good organization strives to maximize the potential of its employees, creating all conditions for the fullest return of employees at work and for the intensive development of their potential.

In order for people to want to give all their strength and knowledge for the benefit of their own enterprise, a special internal atmosphere, the general idea of the company, is necessary.

And this idea is embodied in the corporate culture. It can neither be introduced nor borrowed, it must be formed by raising, motivating and stimulating employees.

The Russian Railways enterprise expects, first of all, positive economic consequences from the proposed project. The most commonly used parameters are turnover, profit and market share. But activities such as those described above operate within the framework of the marketing mix, and it is difficult to calculate its contribution to the achievement of goals. Only in the course of special testing of the market can we say that this or that event caused a fixed change in the economic indicators of the enterprise. This method is rarely used due to its high cost. Encouraging trends are associated with the spread of scanner cash registers.

A direct assessment of the effectiveness of improving organizational culture should consider two areas:

The effectiveness of the developed direction for the development of organizational culture.

The effectiveness of measures to improve the organizational culture in the chosen direction.

Evaluation of the direction of development of organizational culture as effective largely depends on the external situation, the degree of variability of the external environment.

However, it is very important to evaluate the effectiveness of the measures that are necessary:

Develop according to existing organizational culture, i.e., it is necessary to study the current organizational culture and use it as a basis;

Reinforce and support activities at all levels;

Develop and implement activities in the complex;

To assess the effectiveness of measures to develop organizational culture, the following indicator can be used: change in the ratio financial results and the costs of carrying out activities to develop organizational culture or the ratio of the increase in financial results and the costs of implementing measures to develop organizational culture. Activities are meant, such as research of organizational culture, development of a model of a suitable organizational culture, implementation of measures to improve organizational culture in the practice (system) of personnel management.

Most of these activities are costly and aimed at increasing revenue and profits. It is assumed that the implementation of all measures will increase the average annual revenue by 11%.

Implementation costs are shown in Table 2.

Table 2. Costs for the implementation of measures

The annual volume of proceeds before the implementation of project activities is 132.56 million rubles.

From table 2 it follows that the payroll, taking into account the cost of material incentives, will be 8.098.560 rubles. Thus, the cost of financial incentives will be:

8.098.560 - 7.344.000= 754.560 (rub.)

The economic effect of the implementation of activities is the difference between the planned increase in revenue received from additional sales caused by the proposed activities, and the costs of these activities.

E \u003d (Pv - Zr) - Vrp (1)

where E is the economic effect of the introduction new system wages, rub.;

Пв - the planned indicator of proceeds from sales after the implementation of measures and only under their influence, rub.;

Зр - costs for the implementation of measures, rub.;

GRP - sales revenue for the last period, rub.

Pv \u003d (Vrp + (Vrp * (Prv / 100))) (2)

where Pv is the planned indicator of proceeds from sales after the implementation of measures and only under their influence, rubles;

GRP - sales revenue for the last period, rub.; (132.56 million rubles in 2013)

Prv - the planned increase in sales proceeds due to the implementation of the proposed program, % (11%).

We calculate the planned indicator of sales revenue after the implementation of measures and only under their influence according to the formula (formula 2):

Pv \u003d (132.56+ (132.56 * (11/100)) \u003d 147.14 million rubles.

Let's calculate the economic effect from the implementation of measures for the wage system according to the formula (formula 1):

E \u003d (147.14 - 754) - 132.56 \u003d 13.9 million rubles.

Thus, we can conclude that the economic effect of the proposed activities is positive, since the costs of activities for 754.560 rubles. increased sales by 13.9 million rubles.

Zhilina Liliya Nikolaevna Chalova Daria Dmitrievna

Vladivostok State University economy and service Vladivostok. Russia

The influence of corporate culture on the economic efficiency of the company: foreign experience

Many researchers and practitioners consider a positive corporate culture an important tool for managing an organization and a source of competitive advantage. There are various approaches to assessing the impact of corporate culture on the economic efficiency of a company: combining assessment algorithms allows more informed conclusions to be drawn. At the same time, the impact of corporate culture on the economic and socio-psychological indicators of the company is studied.

Keywords and phrases: corporate culture, economic efficiency, assessment methodology.

Corporate culture can be viewed as a relatively new phenomenon for the Russian economic space, while in the West its concept was formulated more than 20 years ago. The value of corporate culture for enterprises is associated with the strengthening of the role of human capital as the main subject of industrial relations, which directly affects the economic efficiency of the organization.

With the development and strengthening of market relations, as well as borrowing foreign experience for many Russian companies corporate culture has become an effective management tool and an important source of competitive advantage. Today, one of the economic problems in management is the correct substantiation of the performance indicators of the corporate culture with the aim of its positive impact on the final financial result.

There are significant contradictions in the approaches of various researchers, proving the complexity and versatility of the phenomenon of corporate culture.

Hofstede characterized the economic efficiency of corporate culture, calling it "the psychological asset of the organization, which can be used to predict the financial results of the company's activities in five years" .

A detailed study of corporate culture began in 1982, when American researchers T. Deal and A. Kennedy, identifying factors affecting the performance of international corporations, brought out the concept of corporate culture as the most important factor influencing organizational behavior and development. Most foreign and domestic researchers (M. Armstrong, S.V. Shekshnya, E.A. Smirnov) mean by this phenomenon universal human values that determine the organizational behavior of employees. In addition, such researchers as V.A. Spivak, V.V. Kozlov and E. Shane identify additional structural elements in corporate culture - external and internal communication.

Thus, the concept of corporate culture is a set of the most important assumptions accepted by the members of the organization and expressed in the company's values that give people guidelines for their behavior and actions. In the literature devoted to this issue, there are various schemes for analyzing and typologies of corporate culture (R. Morgan, S. Murdoch, C. Handy, etc.). However, all of them concern only one or two components of corporate culture, so today the relevance of studying the economic efficiency of corporate culture is due to the lack (weakness) of existing theories and the need to create a realistic analysis of its impact on the company's activities in the context of market globalization and ever-increasing competition. .

For a detailed analysis of the impact of corporate culture on the efficiency of the company, it is necessary to study its structural elements. The largest contribution in this area was made by such researchers as E. Shane, S.P. Robbins, A.F. Harris and R. Morgan, who identified the main levels of corporate culture, as well as its value characteristics.

The most complete corporate culture is described by A.A. Pogoradze. He considered it as a complex phenomenon, including man, culture, science, technology and production. His theory was developed by V.A. Spivak, defining the elements of corporate culture as follows:

Culture of working conditions (values);

Culture of means of labor (goals);

Culture of interpersonal relations" (communication);

Management culture (management methods and symbols);

Employee culture (working conditions and labor process) .

In practice, there are many examples of the influence of individual elements of corporate culture on the economic component of the company. For example, communication, one of the methods of which is an informal way of exchanging and transmitting information. Consider the release of internal media, the purpose of which is to create a feeling in the collective

unity, strengthening trust in management, clarifying the policy of the organization, awakening interest in the affairs of the company. Over 1,800 business newspapers are published in the UK with a total circulation of over 23 million copies. and a total cost of about 15 million pounds. Art.; in the USA - 10 thousand internal newspapers with a circulation of 300 million copies; Japan has 3,000 such newspapers. From the practice of Russian companies, the advantages of this communication channel can be traced to the example of Aeroflot, where at one time personnel changes were the cause of many rumors that reduce the efficiency of the company, as a result, it was decided to issue a corporate newspaper, which published an informal commentary on events within Aeroflot . The newspaper opened discussions on production themes with the participation of both ordinary employees and management. This reduced staff turnover, as well as internal conflict.

However, today most Russian companies do not pay due attention to the implementation of standards corporate governance, which is due to the following reasons:

Lack of awareness of the need to introduce corporate governance standards;

Imperfection of the regulatory and legal framework in terms of joint-stock legislation;

Difficulty in applying the criteria for evaluating the effectiveness of corporate culture.

At the same time, foreign experience proves that corporate standards directly affect investment attractiveness companies and the level of its capitalization, which once again necessitates the development of valuation methods and ways to improve the efficiency of corporate governance.

Returning to the analysis of the effectiveness of corporate governance, it should be noted that the type of corporate culture does not affect the method of assessment, while its individual elements (characteristics) serve as the main indicators for the application of various methods.

Having revealed the degree of influence of one or another element of the corporate culture on the company's activities, we can talk about its further transformation (adjustment of its individual elements) to increase efficiency.

Taking into account the dynamic growth of the world market of services and the peculiarities of the development of modern international companies, the following method for assessing the effectiveness of corporate culture is intended for organizations that are focused on providing a service and have a large customer base.

Such companies are characterized by such a typology of corporate culture as "Culture of Personality", aimed at the employee's ability to self-development, since the main value is human

capital. Power in this case is coordinating in nature and is based on proximity to resources, professionalism and the ability to negotiate. The main criterion in this case for companies is human approaches and the desire to provide quality service for both employees (internal services) and customers (external services).

After analyzing the already known methods for assessing the relationship between corporate culture and the effectiveness of the organization of researchers D. Meister, R. Kaplan and D. Norton, as well as D. Kravets, we can conclude that the components of corporate culture, for example, effective leadership, horizontal management system, loyalty and flexible structure, affect such performance indicators of the enterprise as the level of product quality, sales growth, staff turnover, labor productivity. Additionally, the following indicators can be used to assess corporate culture: the coefficient of creative activity, the coefficient of satisfaction with the organization, the coefficient of knowledge and skills implementation, the coefficient professional competence and liability ratio. The latter indicators are typical for developed companies with a strong corporate culture.

Most often, for the analysis and calculation of the economic and social efficiency of corporate culture, indicators such as discipline and staff turnover are chosen. With an effective corporate culture, turnover tends to be low. Staff turnover leads to an increase in non-production costs associated with the selection and selection of personnel, their training and adaptation of personnel.

For example, in the work of T.B. Ivanova, E.A. Zhuravleva, in order to identify the state of corporate culture, analyzes the dynamics of personnel - the total number of employees hired or fired over a given period, as well as the reasons for admission and dismissal.

The movement of the labor force is characterized by a number of indicators or coefficients: the turnover rate for admission, for retirement, the overall turnover rate, the staff turnover rate, the staff retention rate.

The turnover ratio for the reception of workers (Kpr):

Cpr \u003d Cpr / H,

where Npr - the number of accepted personnel;

H - average headcount personnel. Retirement turnover ratio (Kv):

Kv \u003d Chuv / H,

where Chuv is the number of quit employees. Staff turnover rate (Kt):

Kt \u003d Kuv1 / H,

where Kuv1 - the number of employees who quit at will and for violation of discipline.

The coefficient of constancy of the composition of the personnel of the enterprise (Kps):

Kps \u003d Chrabgod / H, (4)

where Chrabgod is the number of employees who worked the whole year.

Nevertheless, the analysis of these indicators cannot be fully relevant for modern dynamically developing companies with a market or adhocracy culture, which are considered to be effective in terms of the characteristics of their components (innovation, self-development, team building, etc.). For example, the number of workers quitting at will and for misconduct is tracked only in companies with a hierarchical culture characterized by excessive formality and structured procedures. This corporate culture in itself is not effective.

The second important characteristic of corporate culture, according to T.B. Ivanova and E.A. Zhuravleva, is a production discipline, since today human capital is the highest value modern company. Undoubtedly, improving labor discipline is one of the most important conditions for achieving efficiency. production activities. Failure to comply with discipline leads to losses, additional costs, and disrupts production. An effective corporate culture forms such a holistic framework in which it is impossible to violate discipline - employees feel free and comfortable, realizing the principles and values of the company.

To assess the influence of this factor, it is proposed to use the following methodology:

UTD \u003d (Chs - Chn) / Chs * (Fpl-Tpv) / Fpl, (5)

where Chs - the average number of employees;

Chn - the number of employees who allowed labor violations;

Fpl - planned fund working hours, man-hours;

Tpv - the sum of intra-shift and all-day losses of working time due to violations of labor discipline.

Labor productivity in this case can be characterized by the average annual production of products by one worker, it can be represented as a ratio following factors:

V \u003d OP / H, (6)

where OP is the volume of manufactured products;

H - the average number of employees.

Responsibility ratio (R) shows what proportion of the organization's employees can work on the basis of self-control:

Kotvet \u003d Chotvet / Chtot, (7)

where Chotvet - the number of employees working on the basis of self-control;

Ntot - the total number of personnel of the enterprise.

Thus, these calculations can also be used only in organizations with a hierarchical culture, which by its very nature cannot be considered effective. Furthermore, average annual output products can only be calculated for manufacturing enterprises. Therefore, this methodology is not relevant for service companies, which today occupy the largest share of the global market.

However, such an indicator as the coefficient of introduction of innovations after passing the training (K ext.n) can be applied to any organization:

K int.n \u003d H int.n / Chn * 100%, (8)

where Nvn.n - the number of innovations introduced after training;

Chn - the total number of innovations in the organization.

Coefficient of knowledge and skills implementation (Kvn):

Kvn \u003d Chs.vn / Chob, (9)

where Chs.vn - the number of employees who have implemented the acquired knowledge and skills in their work;

Chob.s - the total number of employees who have completed training.

An important factor for evaluating the effectiveness of corporate culture is the coefficient of employee satisfaction with the organization (Ku):

Ku \u003d 1- (Chszh -H), (10)

where Nw - the number of employees who left the organization for a certain period of time according to own will;

H - the average number of employees of the organization for the same period.

With the help of this indicator, it is possible to determine how the conditions of employment meet the requirements for the evaluation of their own work by employees. Thus, we can conclude that this technique can be used in part to assess the effectiveness of individual indicators.

Based on methods that take into account the influence of only one or several factors of corporate culture, we will consider the situational scoring method, which assigns to each characteristic of corporate culture a certain score for efficiency on a five-point scale.

scale . After evaluating each of the selected characteristics and assigning it a certain score, we summarize them using the following formula:

2 I \u003d 11 + 12 + 1b + 14 + 15 + ... + 1p, (11)

where I is a characteristic of organizational culture;

n is the number of characteristics to be considered.

When answering questions, a rating is given for the effectiveness of each of the selected characteristics in accordance with the following scale: 5 - outstanding results, 4 - very good, 3 - average achievements, 2 - on the verge of necessary, 1 - very poor results.

For a more constructive analysis of corporate culture, the researcher needs to immerse himself in the culture of the company - to become a member of it, since being inside the company, through questionnaires, questionnaires and receiving feedback from employees, you can collect the most accurate data.

The coefficient of influence of organizational culture (Kvl) on the efficiency of the company is determined by the formula:

Kvl \u003d 21 / 5 p. (12)

Since it is impossible to pay attention to absolutely all aspects when conducting a study, it is proposed to take into account the six most significant of the whole variety of characteristics of organizational culture:

1) strategic accents, which contain plans and directions of action, principles for the implementation of certain actions to achieve the goals and objectives;

2) selection, evaluation of personnel and their development;

3) management style, which characterizes the attitude towards employees and working conditions;

4) company structure;

5) criteria and methods of motivation;

6) the processes taking place in the company (including the effectiveness of the organization's information system, communication between employees and departments, decision-making system, management rules and procedures, etc.).

Kvl = 2 I / 3. (13)

Since, in general terms, the efficiency (E) of any system can be represented by an indicator that characterizes the ratio of the result (P) obtained by this system to the costs in the form of production resources that caused this result (3), the impact of organizational culture on efficiency can be expressed as follows way:

E \u003d Kvl x R / 3. (14)

Thus, if in an organization all indicators of organizational culture selected for analysis were rated at five points, then the coefficient of influence of this culture is 1. This will mean that the organization has created a culture that best contributes to the prosperity and growth of the effectiveness of this organization. If the coefficient is minimal (Kvl = 0.2), this means:

1) employees do not understand strategic goals and the tasks facing this company, or the actions necessary to achieve the goals are not clear;

2) a weak system of selection and evaluation of personnel;

3) the system of motivation and encouragement of labor has not been developed or exists, but is not clear to the company's employees;

4) processes in the organization proceed spontaneously, conflicts are not uncommon both between departments and between individual workers, Information system ineffective, missing Feedback between employees and management, rash decisions are often made, there is no control over their implementation.

Thus, it can be concluded that hallmarks effective corporate culture are: high educational level of employees, their motivation for success and creation of conditions for continuous improvement of employees and their development; effective leadership and horizontal management system, orientation to long-term goals and creativity. Based on approaches to determining the effectiveness of a company's activities, two blocks of performance indicators can be distinguished - economic (productivity, profit, profitability) and socio-psychological (labor activity, job satisfaction, organizational stability, harmony). The effectiveness of the organization in the context of the impact of corporate culture, in turn, can be assessed using the following indicators: sales growth, staff turnover, creative activity coefficient, innovation implementation coefficient, knowledge and skills implementation coefficient, organization satisfaction coefficient.

Consolidation of two methods - the assessment of economic indicators and the method of situational scoring - will make it possible to draw a more accurate conclusion about the impact economic culture on the effectiveness of the organization, since the results of the analysis of the indicators of these two methods can confirm the correctness of each other or, on the contrary, indicate discrepancies.

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A direct assessment of the effectiveness of improving organizational culture should consider two areas:
the effectiveness of the developed direction for the development of organizational culture (i.e. the purpose of the changes);
the effectiveness of measures to improve the organizational culture in the chosen direction (technology of change).
Evaluation of the direction of development of culture as effective largely depends on the external situation, the degree of variability of the external environment, on the radicalness of the changes.
However, it is very important to evaluate the effectiveness of the measures that are necessary:
develop in accordance with the existing organizational culture, i.e. it is necessary to study the current organizational culture and use it as a basis;
reinforce and support the measures of the enterprise at all levels;
develop and implement activities in the complex;
make constant measurements of the state of the SEC and organizational culture, adjust in case of deviations or a sharply negative reaction from employees.
To assess the effectiveness of measures to develop organizational culture, the following indicator can be used: a change in the ratio of financial results and costs for carrying out measures to develop organizational culture or the ratio of the increase in financial results and costs for the implementation of measures to develop organizational culture. Activities are meant, such as research of organizational culture, development of a model of a suitable organizational culture, implementation of measures to improve organizational culture in the practice (system) of personnel management.
To assess the growth of performance indicators of the organization, as well as the level of organizational culture, it is good to use an index method based on relative indicators expressing the ratio of the level of this phenomenon to the level of its
in the past or to the level of a similar phenomenon taken as a base. Dignity this method- comparability of the received indicators and their cross-cutting character. The indicators used to calculate the indices must have a quantitative expression.
The effectiveness of the development of organizational culture can also be assessed by comparing the main indicators of the organization's activities, provided that no measures were taken to improve the organization of labor, improve technologies and equipment for the period under review and with a stable environment. This is quite difficult to do, especially if the latest technology and technology are the main condition for the competitiveness of the enterprise.
The main indicators of the effectiveness of the organizational culture of the enterprise include: the annual economic effect from the implementation of measures to form, improve and manage the corporate culture, the payback period for additional costs for the activities, the efficiency ratio of the activities.
The efficiency ratio of measures to develop, improve or change the organizational culture is established using the inverse relationship to the payback period according to the formula
? = -L.
T"
As one of the generalizing indicators of the effectiveness of the measures being implemented, an increase in the profit or income of the enterprise for the period during which measures were taken to develop the organizational culture could be:
E \u003d Px (P2 -p),
where E is the absolute size of the economic effect for the period under review, P is the profit per unit of output (works, services) in the period after the measures taken to develop organizational culture, Pg and P2 are the volume of products (works, services), respectively, before and after the events.
The next indicator allows assessing the level or quality of culture change after carrying out activities for its development.
The integral indicator is calculated using the geometric mean method:
Kint= PK XK2 XK3 XK4 X..XK ,
where Kint is the integral coefficient of the level of organizational culture, n is the number of parameters for assessing the level of organizational culture, Kx, K2, K3, K4, Kn are the parameters for assessing organizational culture, presented as coefficients.
K - coefficient of educational level, characterizes the general level of education of the personnel of the enterprise and is calculated by the formula
k,=
1 H
where at is the score corresponding to the i-th educational level, 4ij is the number of employees with i-th educational level in j-th year, N - the total number of employees in the j-th year, k - the number of educational levels. Each level is assigned a specific score. For example, higher and second higher education- 6 points, higher and special education courses - 5 points, etc.
K2 - staff stability coefficient is closely related to the staff turnover rate:
k2= 1 - k,
2 tech 5
m
at k. ¦ h
/ 1 teki ij
K = ^
H j
where is ktek. - staff turnover rate in i-th range work experience, H j
number of employees of the i-th range in j-th period, N j - the number of employees in the j-period, m - the number of allocated ranges of work experience.
K3 - coefficient of labor discipline,
n
1-y d
K3 a,
3 N
where D. is the number of violations of the i-th type; n is the number of considered types of violations of labor and technological discipline; N - the average number of personnel.
K 4 - job satisfaction rate, etc.
Analysis and evaluation of this parameter is carried out on the basis of the desire of workers to leave the place labor activity, while taking into account not only the desire of the employee to leave the enterprise, but also to move to another unit. The collection of initial data is carried out by the method of questioning.
m
U L ¦ H
I ph v
i=1
K4="
y g ¦ h
/ , ij max ij
i=1
Other coefficients can also be used, for example, the coefficient interpersonal relationships, coefficient of conflict, etc.
The change in staff turnover at the enterprise has a well-defined economic effect. The change in the level of staff turnover in the period from the moment the events for the development of organizational culture began to take place indicates a direct dependence of these phenomena.
It is much more difficult to determine the parameters of the organizational culture that we want to change and the activities that are necessary for this, as well as their effectiveness. To do this, it is necessary to be able to comprehend the essence of organizational culture, its basis, those components that cannot be changed, those that most affect the activities of the organization, and also be able to assess the costs of carrying out activities to develop or change organizational culture.
If an enterprise exists for quite a long time, then it has an already established organizational culture. The difficulty lies in determining which changes or development of which parameters (or elements) of culture will lead to an increase in the efficiency of the enterprise and whether this change is possible.
To assess organizational culture can be used different kinds effects that appeared as a result of the implementation of measures to develop or change the organizational culture.
The economic effect is, in fact, an increase in labor productivity and a decrease in labor intensity, a decrease in material consumption and production costs, an increase in profits and profitability.
The resource effect is the release of resources at the enterprise: material, labor and financial.
The technical effect is the appearance new technology and technology, discoveries, inventions and rationalization proposals, know-how and other innovations.
The social effect is an increase in the material and cultural standard of living of citizens, a more complete satisfaction of their needs for goods and services, an improvement in working conditions and safety precautions, a decrease in the share of hard manual labor, etc.
.

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1.1 The concept and essence of leadership style

The word style is of Greek origin. Initially, it meant a rod for writing on a wax board, and later it was used in the meaning of "handwriting". Hence, we can assume that the style of leadership is a kind of "handwriting" in the actions of the manager.

Leadership style- a typical type of behavior of a leader in relation to subordinates in the process of achieving the goal.

Thus, representatives of the behavioral school have developed an approach to identifying significant factors of effective leadership: an approach from the perspective of:

- personal qualities;

- features of human behavior in the organization;

- specific situation.

Autocratic leadership was found to result in higher productivity but lower satisfaction than democratic leadership. Douglas McGregor developed the theory of leadership, highlighting two types of leaders "X", "Y". According to Theory X:

“People initially do not like to work and avoid work whenever possible.

“People have no ambition and try to get rid of responsibility, preferring to be led.

“Most of all, people want security.

– To force people to work, it is necessary to use coercion, control and the threat of punishment.

More recent research has not fully supported the findings that autocratic leadership resulted in higher productivity but lower satisfaction than democratic leadership.

Democratic leadership style. The idea of ​​a democratic leader MacGregor called the theory of the leader "Y", its content is reduced to the following positions:

Labor is a natural process. If conditions are favorable, people will not only accept responsibility, they will strive for it.

If people are attached to organizational goals, they will use self-management and self-control.

Because of these assumptions, the democratic leader prefers mechanisms of influence that appeal to higher-level needs: the need for belonging, high purpose, autonomy, and self-expression. A true democratic leader avoids imposing his will on his subordinates.

Table 1.1 - Leadership styles

Style

Concentration of all power and responsibility in the hands of the leader

Personal setting of goals and choice of means to achieve them

Communication flows are predominantly

Delegation of powers with retention of key positions by the leader

Decision making is divided into levels based on participation

Removal of responsibility by the leader and renunciation in favor of the group or organization

Enabling the group to self-govern in the manner desired by the group

Weak sides

Source: .

Picture 1.1 - Comparison of the effectiveness of different styles of controlinleniya

Source:

As an extension of his research, Likert proposed four basic leadership style systems (Table 1.2). Later it was found that each of these styles "in pure form' is rare.

Table 1.2 - Leadership style systems

Source: .

Managers belonging to system 1 (exploitative-authoritarian) have the characteristics of an autocrat.

System 2 is called benevolent-authoritarian. These leaders may maintain authoritarian relationships with subordinates, but they allow subordinates, albeit in a limited way, to participate in decision making. Motivation is created by reward and in some cases punishment.

The leaders of system 3, called advisory, show considerable, but not complete, trust in their subordinates. There is two-way communication and some degree of trust between supervisors and subordinates. Important decisions are made at the top, but many specific decisions are made by subordinates.

Several differences in the approach to determining the optimal way to achieve the effectiveness of the organization.

Autocratic approach. In addition to the Theory X proposals, autocratic and work-oriented method advocates argue that: An autocratic leadership style, especially benevolent autocracy, is more effective in reinforcing sole power over subordinates, motivating them to achieve organizational goals.

Concentration on work gives maximum productivity, because the manager can do a lot to improve labor efficiency, while he is powerless to change human nature.

The authoritarian leader believes that the following relationship between leadership style and performance is true in all cases.

1.2 The concept and essence of organizational culture

Democratic leadership style. The idea of a democratic leader MacGregor called the theory of the leader "Y", its content is reduced to the following positions: