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Models for assessing the impact of corporate culture on the effectiveness of the organization in the light of the tasks of forming a corporate culture in large educational organizations. Influence of corporate culture on efficiency Corporate culture and efficiency

The effectiveness of an organization requires that its culture, strategy, environment (external environment) and technology ( internal environment) were interrelated and brought into line with each other.

An organizational strategy based on market demands and more appropriate in a dynamic environment suggests a culture based on individual initiative, risk-taking, high integration, a normal perception of conflict, and wide horizontal communication. Strategy dictated by development prospects production, focuses on efficiency, better job in a stable environment. It is more successful when the culture of the organization provides for responsible control, minimizes risk and conflicts.

Corporate culture and performance of the organization

A strong culture determines the consistency of employee behavior. Employees clearly know what behavior they should follow. Predictability, orderliness and sequence of activities in the organization are formed with the help of high formalization. A strong culture achieves the same result without any documentation or allocations. Moreover, a strong culture can be more effective than any formal structural control. The stronger the culture of an organization, the less management needs to focus on developing formal rules and regulations to govern employee behavior. It will all be in the subconscious of the employee who accepts the culture of the organization.

And yet, the influence of culture on organizational performance is determined, first of all, by its compliance with the overall strategy of the organization. In general, there are two ways to influence corporate culture for the life of the organization.

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.

Model V. Sate. V. Sathe identified seven processes through which culture affects organizational activity:

1. cooperation between individuals and parts of the organization; 2. making decisions;
3. control; 4. communications;5. loyalty to the organization;
6. perception of the corporate environment;7. justification for their behavior.

At the same time, the first three processes correspond with the first, superficial level of corporate culture or samples. corporate conduct, and the next four with the second, internal level, which has a "value" basis. How these processes proceed depends on the effectiveness of the functioning of the organization.

Cooperation as a model of behavior in an organization cannot be established only with the help of formal managerial measures, since it is impossible to foresee all possible cases. How much people actually cooperate in an organization depends on the assumptions they share in this area. In some organizations, teamwork is the highest value; in others, internal competition. In other words, it all depends on which philosophy prevails: individualist or collectivist.

Model T. Parsons. AT general view the relationship between culture and the results of the organization's activities is presented in the model of the American sociologist T. Parsons. The model is developed on the basis of the specification of certain functions, which any social system, including the organization, must perform in order to survive and succeed. The first letters of the English names of these functions in the abbreviation gave the name of the model - AGIL: adaptation (adaptation); goal-seeking (achieving goals); integration (integration) and legacy (legitimacy).

The essence of the model is that for its survival and prosperity, any organization must be able to adapt to constantly changing environmental conditions, achieve its goals, integrate its parts into a single whole, and, finally, be recognized by people and other organizations.

This model proceeds from the fact that the values of corporate culture are the most important means or tools for performing the functions of this model. If the beliefs and values shared in an organization help it adapt, achieve its goals, unite and prove its usefulness to people and other organizations, then it is obvious that such a culture will influence the organization in the direction of success.

Thus, the need for change is an inevitable phenomenon in the life of any company in conditions of modern market. And on how efficient and successful they will be, it completely depends competitive advantage organizations. A wide range of tools that allow you to change corporate culture will only work effectively if the customer and the provider of this process use them correctly.

2. The impact of corporate culture on the effectiveness of the functioning of the organization

How does corporate culture affect the performance of an organization? Effectiveness requires that an organization's culture, strategy, environment (external environment) and technology (internal environment) be aligned. An organizational strategy based on market demands and more appropriate in a dynamic environment suggests a culture based on individual initiative, risk-taking, high integration, a normal perception of conflict, and wide horizontal communication. The strategy, dictated by the prospects for the development of product development, focuses on efficiency, better performance in a stable environment. It is more successful when the culture of the organization provides for responsible control, minimizes risk and conflicts.

In this way, various organizations gravitate towards certain priorities in the corporate culture. Culture may have features depending on the type of activity, form of ownership, position in the market or in society. Organizations will always seek stability and performance if the culture of the organization is adequate to the applied technology. Regular formalized (routine) technological processes ensure the stability and efficiency of the organization when the culture of the organization focuses on centralization in decision-making, and restrains (limits) individual initiative. Irregular (non-routine) technologies are effective when they are filled with an organization culture that supports individual initiative and loosens control.

culture is ignored, which seriously impedes effective implementation implementation of the chosen strategy;

the management system adapts to the existing culture in the organization; this approach is based on the recognition of existing cultural barriers to the implementation of the desired strategy, and the development of alternatives to "bypass" these obstacles without making major changes to the strategy itself.

So, during the transition from a mechanistic to an organic scheme of organization on many manufacturing enterprises for a long time it is not possible to change the organizational culture in the assembly areas. In this case, this approach can help to solve the problem;

· Attempts are made to change the culture in such a way that it is suitable for the chosen strategy. This is the most complex approach, taking a lot of time and requiring significant resources. However, there are situations where it can be central to the firm's long-term success;

· the strategy is changed in order to adjust it to the existing culture.

In general, there are two ways in which corporate culture influences the life of an organization. The first, as shown above, is that culture and behavior mutually influence each other. Second, culture influences not so much what people do as how they do it.

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 is an 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 the temporal aspect, i.e., be mainly focused on the short or long term.

Model T. Peters Tom Peters is an American business consultant and author of many bestsellers on business management. -- R. Waterman Robert Waterman is an author and management expert. . The authors of the well-known bestseller In Search of Successful Management found a link between culture and organizational success. Taking successful American firms as a model, and describing management practices, they "deduced" a set of beliefs and corporate culture values that led these companies to success.

Faith in action. According to this value, decisions are made even in the absence of information. Postponing decisions is tantamount to not making them.

Communication with the consumer. For successful companies, the consumer represents the focus of their work, since it is from him that the main information for the organization comes. Customer satisfaction is at the core of the corporate culture of such firms.

Autonomy and entrepreneurship. Companies struggling with lack of innovation and bureaucracy "divide" into smaller manageable parts and give them, as well as individuals, a certain degree of autonomy necessary for creativity and risk-taking. This cultural norm is maintained through the dissemination of legends and stories about their own heroes within the organization.

Performance depends on the person. This value proclaims the person the most important asset of the organization. The effectiveness of the organization is measured through the satisfaction of its members. The belief that treating people with respect leads to success is at the heart of the culture of these organizations.

Know what you are in control of. In keeping with this deeply rooted cultural norm, successful companies are seen to be managed not from behind the closed doors of executive offices, but through visits by managers to the facilities they manage and through direct contact with subordinates in their workplaces.

Don't do what you don't know. This position belongs to the category of one of the important characteristics of the culture of successful firms. These firms do not recognize diversification away from the core business.

Simple structures and few managers. Typical for successful companies is the presence of a small number of levels of management and a relatively small staff of managerial employees, especially in the upper echelon. The position of a manager in such companies is determined not by the number of his subordinates, but by his influence on the affairs of the organization and, most importantly, on its results. According to this cultural value, managers are more focused on the level of performance of their subordinates, rather than on the growth of their staff.

Simultaneous flexibility and rigidity in the organization. The paradox of this attribute of the corporate culture of successful companies is resolved as follows. High organization in them is achieved due to the fact that all employees understand and believe in the values of the company. This tightly connects them with the company and integrates them into it. Flexibility is ensured by minimizing “management” interventions and minimizing the number of regulatory rules and procedures. Innovation and risk-taking are encouraged. As a result, a rigid structure of shared cultural values makes possible a flexible structure of administrative control.

3. Corporate culture on the example of the company "X5 RETAIL GROUP"

Sergei Nikolaevich Malyar, Head of the HR Department of the Tsentralny branch, speaks about the corporate culture of X5 RETAIL GROUP: “Corporate culture exists in any organization - if it is not consciously formed, it grows spontaneously, like weeds in an abandoned garden. Often spontaneous and unconscious corporate culture is an obstacle to achieving the company's strategic goals - if you do not manage the corporate culture, it begins to manage you. But if the corporate culture is created in accordance with the strategy and mission of the company, it becomes a universal means of development and achievement of the set goals.

Corporate culture is not only corporate attributes and standards of appearance and behavior of employees. External manifestations of corporate culture that are obvious to everyone will become a dead, fettering form if they are not backed up by the strength of internal tradition and common corporate values.

We are proud that our Company has its own Anthem. Every significant event, every holiday in our Company begins with it.

We constantly hold corporate events in which office and store employees take part: Graffiti Festival, X5 Shrovetide Games, X5 April Fools Humor Festival, X5 Intellectual Games, Futsal Cup, X5 Sports Games… And, of course, we celebrate by all favorite holidays: New Year, Birthday Company.

Our events were attended by such "stars" as Nikolai Baskov, the Disco Crash group, Anatoly Karpov, Mikhail Potashov and other celebrities.

In general, we have a lot of talented people who are not only professionals in their field, but also take part in exciting team-building trainings with pleasure, make films, sing, play football.”

corporate culture

4. Suggestions for improving corporate culture

· Conduct trainings and surveys more often.

Attracting firms to the company that provide professional assistance in improving corporate culture, improving psychological climate in the enterprise, to achieve maximum business results.

More attention from management to overcoming contradictions and conflicts between employees, so that this does not interfere effective work and achieving corporate goals.

· Carry out purposeful work on the formation of common corporate goals, values and norms of behavior.

Do not forget the many effective ways to promote and implement values that existed in Soviet times(newspapers, honor boards, information boards)

One of the tools for making improvements is benchmarking. Benchmarking can be used both in relation to competitors and in relation to their own divisions. Ideas, tools and measurement methods are not tied to the structure of a particular workplace. Processes used in one department can be benchmarked and used for other production functions. A culture of continuous improvement must include the ability to cope with change. Change is truly becoming a way of life for modern organizations. According to B. Gates, the key concept of the first decade of the XXI century. should become "speed" - the speed of changing the nature of the business, managing business processes, changing the lifestyle of consumers and their requests. And it becomes vital for the company to be flexible and nimble, ready to meet new requirements.

Benchmarking (from the English benchmark, "reference point", "notch") is a mechanism comparative analysis the performance of one company with the performance of other, more successful firms. Benchmarking is used in all areas of the enterprise - in logistics, marketing, personnel management, etc.

According to consulting company Bain & Co, for the past two years, benchmarking has been one of the three most common business management methods in large international corporations. The reason for such popularity is easily explained - benchmarking helps to improve business processes relatively quickly and at a lower cost. It allows you to understand how leading companies work and achieve the same, and perhaps even better, results. The value of benchmarking is not only that there is no need to reinvent the wheel. By carefully studying the achievements and mistakes of other designers, you can develop and assemble your own bike model that will be most effective on the roads of your business.

The effectiveness of benchmarking has already been evaluated by companies such as Xerox, General Electric, DuPont and many others.

With the help of competitive benchmarking, companies also solve their internal business problems. However, a thorough study of competitors is an extremely difficult task. In theory, an open and voluntary exchange of information between competitors is possible - within the framework of professional associations and associations. But in practice this rarely happens. Useful experience can be learned from companies operating in other industries. This type of benchmarking is called general. Unlike competitive benchmarking, there are more chances to negotiate with a company and pay it an "official visit".

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Thus, different organizations gravitate towards certain priorities in corporate culture. Culture may have features depending on the type of activity, form of ownership, position in the market or in society.

Organizations will always achieve stability and performance if the culture of the organization is adequate to the technology being applied. Regular formalized (routine) technological processes ensure the stability and efficiency of the organization, when the culture of the organization focuses on centralization in decision-making, and restrains (limits) individual initiative. Irregular (non-routine) technologies are effective when they are filled with an organization culture that supports individual initiative and loosens control.

And yet, the influence of culture on organizational performance is determined, first of all, by its compliance with the overall strategy of the organization. There are four main approaches to resolving the problem of incompatibility of strategy and culture in the organization:

a culture is ignored that seriously impedes the effective implementation of the chosen strategy;

the management system adjusts to the existing culture in the organization; this approach is based on the recognition of existing cultural barriers to the implementation of the desired strategy, and the development of alternatives to "bypass" these obstacles without making major changes to the strategy itself. Thus, during the transition from a mechanistic to an organic organization scheme at many manufacturing enterprises, for a long time it is not possible to change the organizational culture at the assembly sites. In this case, this approach can help to solve the problem;

attempts are made to change the culture so that it is suitable for the chosen strategy. This is the most complex approach, taking a lot of time and requiring significant resources. However, there are situations where it can be central to the firm's long-term success;

the strategy is changed in order to adjust it to the existing culture.

In general, there are two ways in which corporate 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.

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 the temporal aspect, i.e., be mainly focused on the short or long term.

Model V. Sate. V. Sathe identified seven processes through which culture affects organizational activity:

cooperation between individuals and parts of the organization;

making decisions;

control;

communications;

loyalty to the organization;

perception of the corporate environment;

justification for their behavior.

At the same time, the first three processes correspond with the first, superficial level of corporate culture or corporate behavior patterns, and the next four with the second, internal level, which has a “value” basis. How these processes proceed depends on the effectiveness of the functioning of the organization.

The influence of culture on decision-making is carried out through shared beliefs and values that form a stable set of basic assumptions and preferences among members of the organization. Since corporate culture can help minimize disagreement, the decision-making process becomes more efficient.

The essence of the control process is to stimulate actions in the direction of achieving the goals. In the nature of governance, there are three mechanisms of control: the market, administration, clan. Typically, organizations have all three mechanisms at once, but to varying degrees.

Under the market mechanism of control, they rely mainly on prices. The underlying assumption is that changing prices and charges should stimulate the necessary changes in the organization. The administrative control mechanism is based on formal authority. The process itself consists of changing the rules and procedures by issuing directives. The clan control mechanism is entirely based on shared beliefs and values. It is from them that the members of the organization proceed in the implementation of their actions. It is also assumed that employees are sufficiently committed to the organization, they know how to act within the framework of this culture. As the organization grows and develops, the clan mechanism is replaced by an administrative one, and then by a market one.

The impact of culture on communication occurs in two ways. The first is that there is no need to communicate in cases where there are shared assumptions. In this case, certain actions are performed as if without words. Second, shared assumptions provide direction and help in interpreting messages received. So, if in the company the employee is not considered an appendage of the machine, then the news of the upcoming automation or robotization will not cause shock in him.

The content of culture also influences the content of communication. Some organizations value open communication, while others value it the other way around. An individual feels himself initiated into the internal processes of the organization when he identifies himself with the latter and experiences some emotional connection with it. A strong culture makes strong the individual's identification and feelings towards the organization. Also, employees can step up their actions in an effort to help the organization.

An individual's perception of organizational reality, or what he sees, is determined to a large extent by what his colleagues who share the same experience say about what they see. Culture influences this process by providing organizational members with a common interpretation of their experiences. In organizations that place a high value on timely customer service, the perception of a lack of resources to work with will not be interpreted as a need to change an established customer disposition. Otherwise, the client may be seriously harmed.

Culture helps people in an organization act meaningfully by providing justification for their behavior. In companies where risk is valued, a person takes it, knowing that in case of failure he will not be punished and that lessons will be learned from the failure for the future. Actions thus justified reinforce existing behavior, especially when it fits into the situation. This process is a source of funds for changing the culture itself. Because people use culture to justify behavior, it is possible to change culture through change in behavior. However, for this process to be successful, it must be ensured that people cannot justify their new behavior with the "old" culture.

Model T. Peters - R. Waterman. The authors of the well-known bestseller In Search of Successful Management found a link between culture and organizational success. Taking successful American firms as a model, and describing management practices, they "deduced" a set of beliefs and corporate culture values that led these companies to success.

Faith in action. According to this value, decisions are made even in the absence of information. Postponing decisions is tantamount to not making them.

Communication with the consumer. For successful companies, the consumer represents the focus of their work, since it is from him that the main information for the organization comes. Customer satisfaction is at the core of the corporate culture of such firms.

Autonomy and entrepreneurship. Companies struggling with lack of innovation and bureaucracy "divide up" into smaller manageable units and give them, and individuals, the degree of autonomy needed to be creative and take risks. This cultural norm is maintained through the dissemination of legends and stories about their own heroes within the organization.

Performance depends on the person. This value proclaims the person the most important asset of the organization. The effectiveness of the organization is measured through the satisfaction of its members. The belief that treating people with respect leads to success is at the heart of the culture of these organizations.

Know what you control. In keeping with this deeply rooted cultural norm, successful companies are seen to be managed not from behind the closed doors of executive offices, but through visits by managers to the facilities they manage and through direct contact with subordinates in their workplaces.

Don't do what you don't know. This position belongs to the category of one of the important characteristics of the culture of successful firms. These firms do not recognize diversification away from the core business.

Simple structures and few managers. Typical for successful companies is the presence of a small number of levels of management and a relatively small staff of managerial employees, especially in the upper echelon. The position of a manager in such companies is determined not by the number of his subordinates, but by his influence on the affairs of the organization and, most importantly, on its results. According to this cultural value, managers are more focused on the level of performance of their subordinates, rather than on the growth of their staff.

Simultaneous flexibility and rigidity in an organization. The paradox of this attribute of the corporate culture of successful companies is resolved as follows. High organization in them is achieved due to the fact that all employees understand and believe in the values of the company. This tightly connects them with the company and integrates them into it. Flexibility is ensured by minimizing “management” interventions and minimizing the number of regulatory rules and procedures. Innovation and risk-taking are encouraged. As a result, a rigid structure of shared cultural values makes possible a flexible structure of administrative control.

Model T. Parsons. In general, the relationship between culture and the results of the organization's activities is presented in the model of the American sociologist T. Parsons. The model is developed based on the specification of certain functions that any social system, including an organization, must perform in order to survive and succeed. The first letters of the English names of these functions in the abbreviation gave the name of the model - AGIL: adaptation (adaptation); goal-seeking (achieving goals); integration (integration) and legacy (legitimacy).

This model proceeds from the fact that the values of corporate culture are the most important means or tools for performing the functions of this model. If the beliefs and values shared in an organization help it to adapt, achieve its goals, unite and prove its usefulness to people and other organizations, then it is obvious that such a culture will influence the organization in the direction of success.

The need for change is an inevitable phenomenon in the life of any company in today's market. And the competitive advantage of the organization depends entirely on how efficient and successful they are.

A wide range of tools that allow you to change corporate culture will only work effectively if the customer and the provider of this process use them correctly.

The customers of the corporate culture change process are senior managers or shareholders. They are required to have a clear understanding of what their companies mean by corporate culture, why it needs to be changed, and a clear understanding of the ultimate goal of change. Providers of this process, as a rule, are HR managers. It is on them that the final result of the transformations depends, and this work will require them to have such important quality as the ability to manage a project.

According to Marina Oleshek, Deputy General Director Rostelecom: “Both the customer and the manager must clearly understand that this work takes from 1.5 to 3 years. The duration of the process depends on the position of the first persons of the company. And the return on investment in this project will occur no earlier than in 2-4 years.”

The Russian practice of consulting work with enterprises organized in the post-Soviet space makes it possible to single out the following important areas in which the use of methods for studying and correcting corporate culture had the most fruitful effect on the results of an enterprise.

Overcoming suspicions about top officials and creating an atmosphere of mutual trust (if subordinates suspected that the business was organized with federal money or the money of wealthy parents, while in fact it was organized on personal savings earned by honest labor or taken in bank interest-bearing loan);

Comprehensive organizational diagnostics in order to identify weaknesses in the organization of activities (management needs an objective independent comprehensive assessment the quality of their organizational work);

Overcoming internal conflicts between professional and hierarchical groups in the organization, especially when introducing new technologies and methods of work, or reorganizing existing ones (friction between IT and production workers, between “percentage people” and “salary people”, between management and ordinary employees, etc.) ;

Diagnosis of different attitudes towards business and the way it is conducted by representatives of different national cultures (for example, Russians, Belarusians and Lithuanians);

Diagnosis of differences in the conduct of business by large organizations and small organizations (more than 2000 people and 30 people, respectively) when they interact with each other and build partnerships;

Identification of internal competitors and a split in the organization (attempts by some founders to gain more power and participation in business to the detriment of others, to split off most of the organization to themselves, attempts by a hired person to divert the organization’s business to themselves or to third parties, etc.);

Restructuring the organization into a self-developing and self-learning organization (the market is divided, there is fierce competition, it is difficult to attract additional external resources);

Awareness of the factors hindering the growth and development of managers in the organization at all levels - how individuals and management teams. Often, the realization of the need to work on corporate culture comes to management after long and regular attempts to increase the scope of the organization and the number of people working in it. In the process of working with corporate culture, the interfering factors are neutralized and the factors that contribute to growth and development are updated;

Overcoming crises in relations between managers and crises of personal development (for example, the desire of owners to change the distribution of everyone's share in the business, the need for personal self-determination).

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.

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 ...

The article discusses the main approaches to the assessment and formation of corporate culture. The possibility of using various models and the influence of corporate culture on the efficiency of organizations, the possibilities of the influence of corporate culture on the efficiency of large educational organizations are considered. The role of corporate culture in improving the quality educational process and efficiency of financial and economic activities of educational organizations. The main directions of modeling and evaluating the effectiveness of the impact of corporate culture on the activities of a modern educational organization are determined. A number of problems are identified that arise during the creation of large educational complexes and are similar to the problems of forming a corporate culture in private corporations. Proposals are being formed on the application of models for assessing the effectiveness of the impact of corporate culture on all areas of activity of educational complexes created in the education system of Moscow.

educational organization

educational space

corporate culture

specifics of educational organizations

the quality of education

performance evaluation models

criteria system

educational complex

reform problems

reorganization and merger of educational organizations

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11. The state program of the city of Moscow for the medium term (2012–2018) “Development of education in the city of Moscow” (“Capital education”) // Department of Education of the City of Moscow [ Electronic resource]. Access mode: http://dogm.mos.ru/gosprogramma/gp_so_2012_2018/, free.

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13. Nikolaev M.V., Krupetskikh I.R. Issues of motivation and remuneration of employees of educational organizations implementing basic programs general education in Krasnoyarsk // Student scientific achievements collection of articles of the II International Research Competition. Penza: ICNS "Science and Education". 2019, pp. 93–97.

The modern educational environment is designed to create favorable conditions for the formation of flexible and versatile thinking, meeting the needs of the individual in self-education and self-development, as well as to promote the disclosure for participants in the educational process of the whole variety of existing educational opportunities and educational services provided at various levels of education, and constituting a holistic educational space . All these conditions are the main characteristics of the developed educational system, which provides the opportunity to include the subject of educational relations in such types of vigorous activity as: educational and research, research and experimental.

In the 21st century, educational organizations operate in a market environment characterized by a high level of transformation external factors and the growing level of competition in the market of educational services, should set itself the task of forming its own unique image by adapting innovations that favor the growth of the quality of education, qualitative reform of the structure of the educational process and increasing the competitiveness of an educational organization (corporation) at all its life cycles.

One of the most important areas of work of educational organizations on the introduction of innovations that can act as a powerful tool to stimulate the positive dynamics of the development of an educational organization is such a managerial component of team coordination as the process of forming a corporate culture.

Study of the development of such a phenomenon as corporate culture educational institutions, carried out by many foreign and domestic researchers, in particular: E.Yu. Titova, I.E. Shpilevaya, G.S. Israelyan, I.R. Sadchikova, E.M. Khrapovitskaya, N.M. Chirkizova, I.V. Legostaeva, E.S. Gaidarzhi, D.O. Bodukh, N.G. Selina, V.T. Prokhorov, E.F. Getmanova, Yu.D. Mishin, N.V. Tikhonova, A.V. Shakurova and others.

Corporate culture is a diverse, versatile and fairly well-known factor in the organizational environment, it is widely subjected to scientific understanding and consideration in order to understand and improve approaches to its formation and development.

At the same time, at present there is no single idea of the content of this concept. There is a wide variety of approaches to the definition of corporate culture, to the study of this considered multidimensional phenomenon by a number of disciplines, each of which provides its own approaches and interpretations.

If we consider the term "corporate culture", then the defining concretizing component in its interpretation is the epithet "corporate", which has a richer etymological background in this phrase. It is important to take into account that the term "corporate" comes from the Latin word "corporatio", which means community, association, and not from the word "corporation", meaning one of the organizational and legal forms of the enterprise.

In all variable approaches to the determination of "corporate culture" E.Yu. Titova identifies two main ones, which, in her opinion, more clearly reflect the specifics of this term: philosophical and instrumental-technological. According to the researcher, the instrumental-technological approach defines corporate culture as a system of activities and methods used to achieve a particular goal that educational organizations should set for themselves in the short and long term. From the point of view of the philosophical approach, the corporate culture, according to the researcher, is a holistic structure of values, ideas, a semantic form of collective consciousness and its own philosophy of the organization, which determines the vector of its development and is characterized by a certain explanatory and predictive power of this subculture within one dominant culture.

The role of corporate culture in an educational organization is determined by its capabilities in providing the desired type of behavior not only by applying the relevant provisions and regulations, but also through the direct formation of a corporate culture, which is designed to endow the employee with a system of attitudes, rules and norms, saturating the behavioral component of his activity with the necessary motivational and value-oriented aspects.

It should be noted that the formation of a corporate culture in the personnel management system of educational organizations has its own essential specifics, which, according to I.E. The steeple is determined by:

Human values and the combination of the interests of the personnel with the interests of the corporation's management (the interaction of trust, cooperation and innovation with the solution of such tasks as conquering a market niche and increasing the competitive potential of an educational organization);

Specific requirements for the working staff of an educational organization (loyalty, a sense of unity, involvement in a common cause, etc.);

Actual market requirements for the conduct of business activities of an educational corporation (consumer priority, qualitative characteristics of the educational services provided, etc.);

Personal qualities of the director of an educational organization (management style, methods of his interaction with the working staff, etc.);

Personal experience of the teaching staff (communicative, professional, organizational, etc.).

Corporate culture has an impact primarily on the long-term prospects for the development of the organization (on its image, reputation, competitiveness), as well as on the efficiency of operational management decisions(namely, the social effect or profitability from the implementation of innovative projects). Analysis of the level of this influence on the efficiency of the economic activity of the organization, determined by the ratio of its end result and costs that determine this result, provides for an assessment of probabilistic economic growth and the ability to activate developing structural and qualitative changes in the process of functioning of an educational organization.

The analysis of theoretical sources provided an opportunity for researchers I.R. Sadchikova and E.M. Khrapovitskaya single out four main models that are designed to analyze the impact of corporate culture on assessing the effectiveness of the business activities of an educational organization. Let's consider each of the models that consider the impact of corporate culture on the effectiveness of an educational organization.

Sate's process model, according to N.M. Chirkizova, is a prognostic attitude of the phenomenon of corporate culture to the economic activities of an educational organization in the context of the corresponding commonality of the components of mutual influence. These processes, according to the researcher, are seven:

The process of cooperation of personnel in a team, contributing to the completion of tasks both individually and applying common efforts;

Decision-making process, which implies the maximum reduction of the number of disagreements in the process of discussing plans for further actions;

The control process, which is designed to determine the validity of the methods of effective control of all kinds of mergers and acquisitions of corporations;

The process of interaction, reflecting the degree of impact of corporate culture on improving the efficiency of internal and external communication areas of the organization;

The process of the organization's dedication, analyzing the level of identification of the personnel with the stated goals of the educational organization;

The process of apperception of the corporate environment, which provides an opportunity to determine the degree of influence of corporate culture on the formation of each employee's own holistic interpretation and understanding of his life and professional experience;

The process of justification of employee behavior, which is the search for an answer to the question: “Does the formed corporate culture of the organization provide an objective assessment of the behavior of an employee of any rank who deliberately takes risks in the interests of the entire corporation?” .

Sathe's process model is shown in fig. one.

The Parsons AGIL model got its name from the features named on English language which are encrypted in the abbreviation "AGIL":

Adaptation;

Achievements of goals;

Integration;

Legitimacy.

Rice. 1. Sate process model

The essence of the Parsons AGIL model, according to I.V. Legostaeva, is that a corporation must be able to quickly adapt to external factors in order to survive and further flourish, achieve its goals on time, have social recognition and combine its parts into a single whole. This model, according to the researcher, proceeds from the fact that the value component of the corporate culture of an educational organization is able to act as a leading tool for the implementation of any of the functions of this model. Provided that the values of the organization stimulate the process of adaptation to external factors, help to achieve the set goals, thereby justifying the expediency of its existence, it becomes obvious that the formation of the corporate culture of this corporation will contribute to successful, break-even activity. The Parsons model reveals the relationship between values and adaptive capabilities of an educational organization (Fig. 2).

Rice. 2. Parsons AGIL Model

The Peters-Waterman perfection model (Fig. 3) was created by its authors on the basis of a substantive analytical study of the economic activities of leading American organizations, while using, according to D.O. Bodukh, N.G. Selina, V.T. Prokhorov, E.F. Getmanova, Yu.D. Mishin, N.V. Tikhonov, such techniques, technologies, means and methods that helped T. Peters and R. Waterman to structure and formalize eight "beliefs" and guidelines designed to lead any corporation to success at the stage of all life cycles:

Belief in your actions (orientation to their activity);

Communication with consumers (maximum proximity to consumers);

Entrepreneurship and autonomy (providing certain employees with independence in decision-making);

People as a productivity factor (productivity directly depends on a person);

Orientation to value, local management (have information about what a person manages in the organization's team);

Loyalty to your vocation (do not try to do what you do not understand);

Few workers, simple form(simplified structures, few managers);

The simultaneous combination of rigidity and flexibility in the enterprise (high organization is achieved by a universal belief in the values of the corporation, and flexibility is ensured by minimizing "management interventions" in the activities of employees.

The Quinn-Rohrbach model, according to A.V. Shakurova, is a developed and substantiated "Model of Competing Values", based on three dimensions, reflecting the correct ratio of the applied strategy in a corporation, dominant cultural values, organizational corporate culture and environment substantiating the effectiveness of economic activity of an educational organization . Consider each of the three dimensions of the Quinn-Rorbach model and briefly describe their parametric characteristics:

Measurement of integration-differentiation, which reflects the main vector direction in the organization's activities: in favor of stability control or in the direction of flexibility;

Measurement "external focus - internal focus", revealing the reaction of the corporation to the factors of internal and external influence;

The instrument/mechanism measurement is a result/coefficient that fixes, on the one hand, operations and procedures, and, on the other hand, the final results of the educational organization.

The possibilities of the Quinn-Rorbach model are revealed in detail in the matrix representation (Fig. 4).

Rice. 3. The Peters-Waterman Perfection Model

Rice. 4. Quinn-Rohrbach model

The task of clearly formulating a system of criteria for the effectiveness of corporate culture generates high interest among many researchers, including G.S. Israelyan and E.S. Gaydarzhi, who offer their own criteria for the effectiveness of the formed corporate culture in educational organizations.

Researcher G.S. Israelyan developed such a system of criteria that allows taking into account the specifics of all the functional niches of the corporation involved in the development of mechanisms for the formation of a corporate culture, the components of which are:

The criterion of motivation of employees;

Criterion of axiological goal-setting of a corporation;

Criterion of detectable attribution;

The criterion for the presence of a certain form of organization of dividend projects;

The criterion for the direction of the organization's activities;

Criteria for assessing the impact of external factors on the activities of the organization and its employees.

According to E.S. Gaidarzhi, there is the following system of criteria, adhering to which it becomes possible to determine the effectiveness of the formed corporate culture of an educational organization:

Involvement criterion;

Consistency criterion;

mission criterion;

Criterion adaptability (adaptability);

Criteria for delegation of authority;

Team work criterion;

Personnel development criterion;

Consumer orientation criterion;

Criteria for organizational learning;

Criteria for strategic focus.

In today's multidimensional society, which is characterized by a high level of instability, a certain rate of change and globalization, the role of megacities in the development of the Russian economy is becoming predominant. If we take into account the fact that Moscow is not just the main subject of the central federal district, but also the capital of Russia, the center of Russian education and science, it can be argued that this metropolis sets the vector for the development of the country's economy both in the short and long term in various areas of public life.

If we consider the field of education, then at present this area attracts genuine interest from the state, especially education in Moscow, where the latest innovative projects before being brought to the regional level, and then to the level of the whole country. The need for innovations in the field of modern Russian education is due, according to A.V. Golovin, a number of circumstances:

The need for a radical renewal of the education system (innovative activities of educators, including the creation, assimilation and application of innovations, acting as a method of updating educational policy);

The intensification of the humanization of the content of Russian educational programs, the composition of the disciplines taught, requiring a continuous search for new forms and technologies of education;

Acquisition of a research, selective character in innovative activity "from the bottom up", where the advanced teacher becomes the driver of innovation, and not vice versa (use of innovations recommended by the Ministry of Education of the Russian Federation);

Creation of real competition in the conditions of market relations (each educational organization, in order to "stay afloat", must be competitive).

Innovative educational transformations are taking place in Moscow. This is due to the implementation of the State Program "Development of Education in the City of Moscow" (2012-2018) ("Capital Education"). This program includes projects aimed at ensuring the quality and availability of educational services for Muscovites, involving the implementation of innovative changes in the education system of Moscow. Its implementation implies updating the content of education, changes in the structure of the educational vertical, directed, according to M.M. Firsova, first of all, on the formation and development of large multifunctional educational complexes, the number of which, according to the researcher, exceeded 900. The approximate structure of the above-mentioned multifunctional educational complexes is shown in fig. 5.

As can be seen from fig. 5, the reorganization of educational institutions into multifunctional educational complexes implies the unification of centers for psychological and pedagogical support; music, sports, art centers; colleges; kindergartens and secondary schools with a single control center.

The merger of several schools into a single educational complex implies a change in the name, management structure, as well as the integration of several teaching teams into one with a new director at the head. In this case, the problem of forming a corporate culture in a newly created multifunctional educational complex, in our opinion, becomes extremely acute. This is due to the fact that:

The leadership of an educational organization will need to solidify the diversity of views and ideas in order to form a single concept for the development of a corporation in the short and long term;

Teachers will be forced to follow the single purpose of an organization that acquires the characteristics of a corporation, where all employees will have to work side by side with their competitors in the past, and under a single command;

The director of an educational institution will need to rebuild relationships with all the numerous structural divisions while at the same time coordinating the actions of the entire teaching staff;

Rice. 5. The structure of the educational complex

When merging schools with orientations to different profiles of education (a school with a mathematical bias, a school with in-depth study of foreign languages, a sports school, etc.), it is necessary to qualitatively reorganize educational activities, correctly distributing the load across various disciplines so as to maintain the multidisciplinary and integrity of the educational process ;

When implementing the reorganization process, developing the autonomy of an educational organization, the director will have to develop a system of material and non-financial incentives corresponding to the level of goals and objectives facing the educational organization. In this work, the director must be guided by such principles as consistency, fairness and "transparency" of the process of material and non-material incentives for teaching staff to conduct teaching activities in order to achieve both personal goals and organizational goals.

Having provided a list of probabilistic problems in the formation of a corporate culture of any multifunctional educational complex in Moscow, let's move on to justifying the choice of one of the four models presented above of the impact of corporate culture on assessing the effectiveness of the business activities of an educational organization.

Educational institutions should resort to using the Sathe process model. This choice is primarily due to the fact that such models as the Peters-Waterman perfection model, the Quinn-Rohrbach model and the Parsons AGIL model would be more relevant to apply in business entities that are legal entities and implementing entrepreneurial activity, since the above models have a specific criteria base, the essence of which is rather to focus on the maximum extraction of material dividends in all life cycles of a corporation.

The choice of the Sate process model, in our opinion, increases the possibility of assessing the effectiveness of the influence of corporate culture on the activities of an educational organization, since it qualitatively describes the relationship of the phenomenon of corporate culture to the economic activities of an educational organization in the context of such a defining indicator as the commonality of mutual influence components. The internal unity of the components of mutual influence when several educational institutions merge into a single multifunctional educational complex not only guarantees the success of the formation of a corporate culture, but also ensures its positive impact on economic activity corporations, following Sathe's preferred process model.

When evaluating the effectiveness of the formed corporate culture in educational complexes, in our opinion, one can resort to G.S. Israelyan, and to the system of criteria of E.S. Gaidarzhi, since the approaches of these researchers to the consideration of this issue can be characterized as similar, and the two systems of criteria that do not have fundamental differences are complementary, complementary and objective.

Bibliographic link

Nikolaev M.V., Krupetskikh I.R. MODELS FOR ASSESSING THE IMPACT OF CORPORATE CULTURE ON THE EFFICIENCY OF THE ORGANIZATION IN THE LIGHT OF THE TASKS OF FORMING A CORPORATE CULTURE IN LARGE EDUCATIONAL ORGANIZATIONS // Bulletin of the Altai Academy of Economics and Law. - 2019. - No. 6-1. - P. 98-106;
URL: https://vaael.ru/ru/article/view?id=598 (date of access: 01/15/2020).

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