Formation and promotion of the corporate culture of the organization. Formation and development of corporate culture Principles of formation of the corporate culture of the organization

Corporate culture is a set of fundamental values and standards supported by the organization, beliefs, ethical standards, beliefs and expectations, which are accepted without evidence by the majority of employees, give people guidelines for their activities and determine the way of combining and coordinating the actions of management, structural units and individual employees.

Key factors influencing the formation corporate culture companies:

leader personality,
business area, technology features,
norms and requirements of the environment,
stage of company development.

The main stages of work on the formation and development of corporate culture:

Analysis of the existing culture.
Development of the Corporate Code.
Definition of forms and methods of work.
Implementation of projects.
Analysis of changes.

The analysis of the existing corporate culture is carried out in the following main areas:

Basic values.
Traditions and symbols.
Behavior standards.
"Heroes" of the organization.
Brand perception.

Existing methods of formation and development of corporate culture

During this stage, all the structures of the company are analyzed. The key "positive" values and forms of work that exist now and will be needed in the future are highlighted. The brightest "negative" values are revealed. Opposite to them "positive" values are determined, which will be used in the future.

The Corporate Code fixes the key points on which the corporate culture of the company is further built:

Mission.
Strategic perspective.
Priority directions of development.
General principles of corporate behavior.
Traditions and symbols.

The main result of successful work on the formation and development of the corporate culture of the company is the commitment of employees. Commitment is the identification of a person with his organization, expressed in the desire to work in it and contribute to its success.

Key components of commitment:

Integration- this is the assignment of organizational goals by employees, the unification of employees around the goals of the organization.

Involvement- this is the desire of the employee to make personal efforts, to contribute to the achievement of the goals of the organization.

Loyalty- this is an emotional attachment to your organization, a desire to remain a member of it.

To form the commitment of employees to the goals and values of the Company, various methods are used:

Components of Commitment:

Integration:

Branding
Corporate media
Corporate standards

Involvement:

Training and personnel
Corporate conferences, seminars
Contests, encouragement of initiatives

Loyalty:

Social programs, benefits and privileges
Corporate holidays, congratulations
Family programs
Sports, culture, charity, ecology

corporate culture can be characterized as an expression of basic values and norms in organizational structure, system corporate governance, personnel policy carried out within the framework of a specific entrepreneurial activity.

Corporate culture is built as a powerful strategic tool that allows all business units and employees to be oriented towards the implementation of common goals. The formation and development of a corporate culture as an attempt at value-oriented management, which has its own advantages in comparison with regular management, creates the effect of "social relief".

Modern workers strive not only to succeed financially, but also to feel psychologically comfortable in an organization whose corporate values correspond to their personal value orientations. Identification with corporate values helps employees come to terms with the inevitable sacrifices that they make in order to become members of the team.

As for formation of corporate culture, then if the mission and strategy are developed by the management of the Corporation, then the system of values cannot simply be “lowered from above”, just as it is impossible to force it to be followed by order. At the beginning of a company's existence, its system of values, as a rule, coincides with the value orientations of the founders and owners. However, as soon as the last operational management are replaced by hired managers, such a straight line is interrupted. And only by consciously defining and affirming values, this imbalance can be avoided.

is completely manageable external level of corporate culture: symbolism inherent in the organization, mythology, rituals, ceremonies, ceremonies. It is possible to form and improve the basic level, which is rather laborious and complex: declared values and norms of behavior expressed in the mission, vision, code, internal regulations, regulations, regulations, etc. But there is also internal level- an informal part of the corporate culture, manifested in the unwritten rules of the relationship of employees both among themselves and with the outside world. It is precisely because of the discrepancy between the internal level and the external that culture can also play a disorganizing role, be unproductive. In these cases, the practical “inclusion” of an employee in activities aimed at implementing the declared value so that it becomes his personal value helps.

So, corporate culture gives people a sense of ownership, commitment; promotes communication, initiative; creates an efficient, highly productive workforce. And the constant search for a long-term advantage over competitors leads us directly to the need to deal with cultural issues. A lot of business people won't like it. They will not find it possible to talk with colleagues about trust, values, purpose, honesty. Then they will have to face the fact that sooner or later they will be overtaken by competitors who hold a different opinion.

Corporate culture can be a means of sophisticated and narrow-group manipulation of the minds and behavior of people, but we want it to be a powerful unifying, constructive and inspiring principle in the Company's activities, the main means of harmonizing the interests of employees.

Maintenance methods organizational culture:

Documents adopted in the company: mission, goals, rules and principles of the organization.
Behavioral norms, style and way of communication between management and subordinates.
External paraphernalia, including a reward system, status symbols, criteria underlying personnel decisions (awards and privileges).
Stories, legends, myths and rituals associated with the emergence of the organization, its founders or prominent members.
What (what tasks, functions, indicators, etc.) is the subject of constant management attention.
Behavior senior management in crisis situations.
The personnel policy of the organization, which includes the entire cycle of work with personnel: hiring, promotion and dismissal of employees is one of the main ways to maintain a culture in the organization

Of course, this is not a complete list of factors that shape organizational culture, but it gives general idea about the role of management in its creation, and also about the fact that the culture of the organization - purposeful management actions of top management.

The actions of top managers have a decisive influence on organizational culture. Their behavior, the slogans and norms proclaimed by them, and most importantly, the organizational resources aimed at their implementation and approval in the minds of the members of the organization, become the most important guidelines for the behavior of employees, which often serve as a more important factor in organizing behavior than formalized rules and requirements.

There is a concept of strong and weak corporate culture. A strong culture is characterized by the values of the organization, which for a long time still act on the finger of the song of this entire team. The more Members of the organization are committed to this opinion, the stronger and stronger the corporate culture. A weak culture is usually formed to have such a status only at the stage of company growth or in companies that simply do not have a corporate culture, although based on the above proposals this cannot be, but still cases have been recorded. But I also don't all companies already with experience mean that they have a strong corporate culture. How to change corporate culture? Over time, that is, visiting a certain period of two here, those other factors of corporate culture may change. The methods of changing culture coincide with the methods of maintaining the same corporate culture, namely: - changing attention from one subject to another; – Changing management style; – change in incentive conditions; – change in personnel policy; – change of corporate symbols and logos.

To form a corporate culture, many organizations order services from special specialized teams building agencies. The principles of corporate culture formation began to take shape in the 1990s. and adopted the format of the normative document "norms of corporate conduct". This document regulated corporate behavior.

In Russia, this regulatory document was also developed, but did not have the status of an official state standard. It is advisory in nature and does not require the application of any obligations. The document contains a number of rules, principles that have no legal force. AT different countries this document looks different and has different paragraphs and subparagraphs, and also has a different status, there are countries in which the application of this document is one of the main points of the organization's work. In Russia this document does not replace legislative regulations, but only regulates those moments when the issue does not concern the legislative sphere. Moments like communication rules, norms of conduct, also includes communication with partners and government organizations.

The main principles of corporate culture formation include the following points:

Complexity of scenario development of the company;

Determining the values that are acceptable and desirable for a given company;

Observance of traditions, which largely determine the character economic system, management style;

The denial of forceful influence, according to which it is impossible to artificially plant a strong culture in a weak culture and vice versa, or to correct it. The effectiveness of a strong culture, like a weak one, depends on the specific conditions;

Comprehensive assessment, according to which the assessment of the impact of culture on the performance of the company should be based on an integrated approach. This principle provides not only for taking into account the ways in which culture directly influences the effectiveness of this system, but also for taking into account the many invisible indirect ways of influence.

When forming a corporate culture, they take into account everything that has happened with the organization from the beginning of its creation to the present moment and look into the future, that is, what this or that element of the emerging corporate culture can lead to. An important condition is the coordination of each step with some members of the organization, so that innovations do not become so abrupt and inconsistent. After all, corporate culture implies this open communication between management and employees. Corporate culture influences the behavior of members of the organization, the format of communication, and much more.

In the process of formation and development of corporate culture, it is important to determine and take into account the factors that have the most significant impact on it. Corporate culture is also involved in the following essential elements of economic culture:

Purpose of the organization (mission, goals, objectives). An aimless existence is destructive, and the mission just expresses the main meaning, purpose and principles of life. If it is clearly formulated (and together with the team) and its provisions are followed daily, such an organization can be considered an unconditional innovator. Ideally, the mission of the company should be formulated even before its creation. However, it is even more erroneous to come up with a mission just because it is accepted in classical management, or because others have it. The leader must feel the inner need to create a mission - only then will it move forward;

Means, including the activities of members of the organization, the incentive system, information support, etc.;

Criteria for achieving goals and evaluating results;

Means of internal integration, which include methods for incorporating new members into the organization, ways of sharing power, style of relationships, a system of rewards and punishments, ceremonies (honoring heroes, symbols, myths of the organization), rituals (symbolic events designed to remind employees of behavior that they are required), etc.

In an organization it is impossible to create rules and say follow them, many employees will turn their backs on the leader, simply because these rules were not agreed upon and were not invented by joint work. And to impose these rules, the principles of corporate culture, the rules of communication will be very difficult and may even have to be punished with a ruble for non-compliance with the rules. A leader who respects his team will not allow this and at least consult, but it is also important that the last decision is still his. The power given to the manager allows him to form models of corporate communication, values, and it is even important that he does this, otherwise you can lose the trust of employees.

When forming a corporate culture in an organization, parallel work should be carried out in two directions:

Interaction with the external environment;

Interaction with the internal environment.

On the one hand, this activity is very important for its employees, because it plays a big role in their own activities. Accordingly, they are most sensitive to any of its actions. However, on the other hand, they, like no one else, can see what exactly corresponds to reality, since they are actually the conductors of this activity.

Employees understand true values better when they begin to compare them with realizable values in reality. Thus, they gradually understand what and how is done in the company. And it is at this stage that people can evaluate themselves as an employee of the organization: either they will be satisfied with themselves, or not.

If high-tech production is important in an organization, then workplaces should be equipped with the necessary equipment for this. Conditions must also be created for its proper operation.

If we are talking about the manufacture of quality products, then quality control must be carried out. If about the professionalism of employees as an important value of the organization, then conditions should be created for career development and implementation of relevant skills.

And if the behavior of employees is not encouraged or the behavior of management discredits them, then it is stupid to talk about any moral morals.

In general, any activity in the organization causes any attitude of employees towards it, which means that it can become a subject of discussion. Awareness of this makes it possible to understand the complexity of the work on the formation and development of corporate culture.

Interaction internal departments begins with understanding, formulating and fixing in documents the foundations of corporate ideology, that is, the purpose of the organization. Its clarification implies an answer to the question: “Why does this organization exist?” And this, in fact, is finding people interested in its work.

The answer to the question: "Where is the organization heading?" allows you to construct the main goals that indicate the main directions of the organization's activities within its purpose. They allow employees to find a solution themselves, without giving a ready answer. The main goal is to guide and unite.

Having decided on this, you still need to understand how it moves, because then the basic principles of work will be formed. They describe its most important qualities (the nature of doing business), with the help of which the organization achieves its goals, and also outlines its area of responsibility in cooperation with interested groups (shareholders, employees, customers, society).

In fact, such a system does not allow working in only one specific direction and provides an opportunity for competent setting of one's own tasks. It gives a certain direction in their work, allows them to build their strategies, create personal aspects of behavior, predict the quality of certain actions.

Thus, it is this that increases the employees' sense of clarity and stability in terms of relations with the company, which is a very important factor in increasing motivation. And of course, it is clear that this must also be conveyed to employees.

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, in their opinion, is good and what is bad, and many other things that relate 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. The corporate culture is not so clearly manifested on the surface, it is difficult to “feel” it. If we can say that an organization has a "soul", then this soul is the corporate culture. Corporate culture is the basis of the image of the organization, its authority in the external environment and in the eyes of employees, which is very important for the organization, for its efficient operation. The attitude of suppliers and its partners to the organization, as well as the attitude of buyers and customers to the organization and its product depends on the image of the organization. The demand for products depends on the corporate culture, and in general, corporate culture affects all the activities of the organization as a whole, to the point of the question of the existence of the company.

The issue of corporate culture is relatively new and little studied in our country and abroad. Even in the United States, the study of this problem began only in the 80-90s, and in Kazakhstan even later. Therefore, the time has come to seriously study the activities of the organization from the position of organizational culture. The interest in this problem is evidenced by the requests of managers and specialists, as well as the real orders of organizations for the implementation of research projects.

The growing dynamism and volatility of the business environment creates a need for organizations to constantly communicate with partners, consumers, employees. The growth of education, qualifications, awareness of workers and the public as a whole requires management to use more complex and subtle management methods. To control events, it is no longer enough to control the behavior of people. Today it is necessary to manage what people think and feel, to shape public opinion and mood. Such management involves the establishment and maintenance of targeted systematic communications with various groups of the public - with partners, with the general public and with the means mass media, with the local community and government agencies, with the financial community and, of course, with employees. In working with the latter, there is a need to create unified system values, norms and rules, i.e. corporate culture to achieve effective work, focus on achieving the goals of the company, and self-realization by the employees themselves. This is where public relations specialists come to the aid of "managers". Indeed, their competence includes not only work with the external environment, but also with the internal one, in order to create a favorable image of the company and among its employees.

In Kazakhstan, the concept of "corporate culture" was practically not used until recently, but this does not mean that there are no organizations with a developed corporate culture in our country. There are many such enterprises in the banking sector, engineering, energy, mining and other leading sectors of the economy. These are quite large organizations with a long history of existence and a large number of employees. It's just that most organizational cultures have historically been implicit in nature, since their role and influence on the work of enterprises as a whole has not been emphasized. Recently, in a highly competitive and dynamic business environment, increasingly began to talk about the importance and necessity of forming the philosophy of the company and the development of corporate culture.

Since 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 corporate culture and is highly dependent on it, but can in turn influence the formation and development of corporate culture. To do this, managers must be able to analyze the corporate culture and influence its formation and change in the desired direction.

The term "corporate culture" is relatively recent. It is understood as a system of common opinions and values shared by all members of the organization. In the case of an organization with a strong culture, it begins to exist independently of each of its members. Thus, organizations have value in themselves, regardless of the type of goods and services they produce. This provides them with long-term recognition. If the original goals of the organization are no longer relevant, the organization is still in business. Most likely, it will be transformed and modified in accordance with new needs.

The relevance of the topic is due to the growth of competition in the service sector, the production of goods and services, and it is necessary to form competitive advantage one of which is corporate culture.

The purpose of this work is to study the formation of corporate culture in the organization.

To achieve this goal, the following tasks will be required:

1) consider theoretical basis formation of corporate culture and its content. Consider the types, types, and main elements of corporate culture;

2) Conduct an analysis of the formation of a corporate culture at the enterprises of the Republic of Kazakhstan (on the example of Kazkommertsbank JSC)

3) Consider the main ways to improve the corporate culture at the enterprise.

It is these questions that we will consider in this paper. Many people are currently working on this problem, it will develop and remain relevant for a very long time.

The object of study of this work is the corporate culture of the organization, and the subject is the process of forming a corporate culture.

The work consists of an introduction, three chapters, a conclusion and a list of references.

The theoretical and methodological basis of the study was the work of foreign and Kazakhstani specialists in the field of management on the problem under study, the analysis of modern practice in the formation of corporate culture. When writing the work, reference and methodological manuals and regulatory documentation were used.

1 Theoretical and methodological aspects of the formation of corporate culture at the enterprise

1.1 The concept, essence and role of corporate culture in the organization

Professionals in the field of organizational management believe that organizations, like nations, have their own culture. The process of forming a corporate culture is interesting for the organization, first of all, by the possibility of regulating the behavioral attitudes of personnel based on those values that are acceptable to the organization, but are not a priority, and sometimes deviate from the values that have developed in society.

AT contemporary literature There are quite a few definitions of the term “corporate culture”. Like many other terms of organizational and legal disciplines, this one does not have a single interpretation. In modern educational and scientific literature, there are about 50 concepts of “corporate culture”. Consider the most common:

Corporate culture is a system of material and spiritual values, manifestations that interact with each other, inherent in a given company, reflecting its individuality and perception of itself and others in the social and material environment, manifested in behavior, interaction, perception of oneself and environment.

Corporate culture is a specific, characteristic for a given organization system of connections, interactions and relationships carried out within the framework of a specific business activity, a way of setting up and doing business.

Corporate culture is a system of principles, customs and values that allows everyone in the company to move in the same direction as a single entity.

Corporate culture is a set of the most important provisions adopted by the members of the organization and expressed in the values declared by the organization that give people guidelines for their behavior and actions.

Corporate culture is the unique overall psychology of an organization.

Corporate culture is a set of assumptions, beliefs, values and norms that are shared by all members of an organization.

Corporate culture is a complex set of assumptions accepted without evidence by all members of a particular organization, and sets the general framework for behavior accepted by most of the organization. Manifested in the philosophy and ideology of management, value orientations, beliefs, expectations, norms of behavior. It regulates human behavior and makes it possible to predict his behavior in critical situations.

Corporate culture is the ideas, interests and values shared by a group. This includes experience, skills, traditions, communication and decision-making processes, myths, fears, hopes, aspirations and expectations that you or your employees have actually experienced. Your organizational culture is how people feel about a job well done, and what allows equipment and staff to work harmoniously together. It's the glue that holds, it's the oil that softens... That's why people do different jobs within the company. This is how some parts of the company see other parts of the company and what forms of behavior each of the departments chooses for itself as a result of this vision. She manifests herself openly in jokes and cartoons on the walls, or is kept locked up and declared only as her own. This is something that everyone knows about, except perhaps only the leader.

The concept of "corporate culture" entered the practice of developed countries in the 1920s, when it became necessary to form relationships within large companies.

The formation of a corporate culture involves the creation of such labor, social, domestic, psychological and other conditions for the personnel of the organization in which he would feel comfortable.

Creates a corporate culture, as a rule, a formal leader (the head of the company), but its spokesmen are the entire staff of the company. The organizers of the work on the formation and development of corporate culture are usually specialists in personnel management together with specialists in public relations.

There are many approaches to the formation of corporate culture. So, F. Harris and R. Moran proposed to consider corporate culture on the basis of ten characteristics:

1. Awareness of oneself and one's place in the organization.
2. Communication system and language of communication.
3. Appearance, clothing and presentation at work.
4. What and how people eat, habits and traditions in this area.
5. Awareness of time, attitude towards it and its use.
6. Relationships between people.
7. Values and norms.
8. Belief in something and attitude or disposition towards something.
9. The process of employee development and learning.
10. Work ethic and motivation.

Corporate culture- one of the most effective means of attracting and motivating employees. As soon as a person satisfies the needs of the first level ("purely material"), he has needs of a different kind: in achieving a worthy position in a team, recognition, self-realization, etc. And here the corporate culture comes to the fore, one of important functions which is the support of each member of the team, the disclosure of his individuality, talents.

Corporate culture has its own classification (Fig. 8.4). Every organization gravitates toward a certain type of corporate culture.

Rice. 8.4.

Features of corporate culture are often determined by the field of activity. For example, in the financial sector, it is more definite, strict, the behavior of employees is clearly defined, the style of communication is more formal. The corporate culture in the trade area is often very diverse, distinctive; as a rule, it is less definite, allows more variations in behavior, communication, the style of communication is less formal, more democratic; energy, sociability, sociability are welcome.

One of the important elements of corporate culture is the attitude towards newcomers, the adaptation of newcomers to the corporate culture itself. Implementation into it is often a complex and painful process. It is necessary not only to understand all the subtleties, but also to absorb them into oneself. Adapting to the corporate culture is one of the most difficult moments for new employees. In some companies, adaptation trainings and other events aimed at the adaptation of newcomers are specially held.

The structure of the corporate culture is shown in fig. 8.5.

Let's consider each element of the structure in more detail.

The mission of any company - this is its social purpose, that is, what society expects from the functioning of this organization, and it expects the satisfaction of any of its needs. However, in addition to the external goal, any organization has an internal goal - this is what the members of this organization want to get for themselves as a result of their activities.

A well-defined mission contributes to at least three management objectives.

Rice. 8.5.

1. The mission forces management to systematically engage comprehensive analysis strong and weaknesses organization and its competitors, identifying opportunities and threats and, on this basis, improve the overall effectiveness of its activities.
2. The mission, which is known and shared by the employees of the organization, contributes to better integration of people into a single whole, increasing the level of commitment and motivation of staff and better interaction between managers and subordinates at different levels.
3. A well-defined mission contributes to the formation of a favorable image of the organization in the eyes of consumers, suppliers, business partners and investors.

Different organizations approach their mission in different ways. In some cases the mission statements are condensed, in other cases they are quite detailed and structured. You can formulate a mission by answering the following questions: what is the main purpose of our organization? what do we want to achieve? why did we enter the market? For example:

1) Ford Motor Company's mission is to continually improve our products and services to meet the needs of our customers, allowing our business to flourish and provide high income our shareholders, the owners of our business;
2) the mission of "Pharmacy 36.6" is to bring health and beauty to people;
3) the mission of JSC "Giprosvyaz SPb" is determined by its main goals and objectives, which are reflected in the Development Concept of JSC "Giprosvyaz SPb", approved by the board of directors.

Values - stable beliefs about the preference of one representation in relation to another. Values always involve choice, and each company builds its own hierarchy of priorities for a given period of activity. For example, the corporation "Perspektiva" - reliability, professionalism, success, openness, assistance. Publishing House"Abac-Press" - ethics and responsibility; we are convinced that the future belongs to honest companies; team.

Values determine both behavioral styles and communication styles with colleagues and clients, the level of motivation, activity, etc.

Corporate ethics is an integral part of corporate culture. Code corporate ethics is a significant factor in the development of corporate culture. The Code can convey the values of the company to all employees, regulate the behavior of employees in difficult professional ethical situations, orient employees towards common corporate goals and thereby enhance corporate identity.

Features of the organization and working conditions express the culture and professionalism of management and subordinates, as well as a certain maturity of the team. Experience shows that the decisive role here is played by the personality of the leader, which leaves a unique imprint on the style, culture of management, mode of operation, working conditions, its rhythm, distribution of tasks and control over execution.

culture internal communications consists of the following elements:

1) meetings, meetings, meetings with the head, which are a form of direct communication and information transfer;
2) information stands and corporate publications informing a large number of employees, partners and customers. Corporate publications (magazines, newspapers, bulletins) can be addressed only to staff, only to customers, or both;
3) corporate holidays– solemn rewarding of veterans, employees who have reached record levels, the company’s birthday, initiation ceremonies, etc. Such events reinforce the norms and values that are formed by the company's management. For example, the plant "Rostselmash" annually holds the competition "Best in Profession", in which more than 1.5 thousand employees of the plant are constantly involved. Production competitions, according to the company, are an integral part of the Rostselmash corporate culture.

Any activities aimed at the development of employees (training, recreation, holidays) affect the corporate culture of the company. A business game allows you to achieve a wide range of goals:

- consolidation, cohesion;
– identity (belonging);
- awareness;
– involvement in decision-making;
– the formation of collective self-awareness.

The results of business games are:

- awareness;
- creative;
- communication;
– interaction skills;
- an experience joint activities;
- creating a psychological climate;
– common vision;
- understanding the goals of the company;
- relaxation.

All these elements are tools for the development of the company's corporate culture. As an example, consider the method of business game"Optimization of the company's activity".

The purpose of the business game is to realize the creative potential of the company's young employees, expand their vision of the company's work, enhance the sense of involvement in its activities, and develop managerial and leadership qualities.

Objective: to identify inefficient processes in the functioning of the company and develop plans for optimizing these processes.

Game planning scheme:

Introduction. Presentation, introduction.

Stage I - immersion. System analysis of the company's activities, schemes of functional relations with external systems, actualization of all interaction processes, designation of the main aspects of activity, consideration of the company's activities in different planes.

Stage II - diagnosis. Identification of processes that need optimization, their grouping by areas.

Ethan III - design. Development of a strategy for optimizing the company's activities in selected areas.

Stage IV - implementation. Preparation of plans for the implementation of the strategy developed in the third stage.

Stage V - presentation. Protection and discussion of projects, their expertise.

Socio-psychological culture determines the state of interpersonal and group relations in the company and consists of:

1. From the socio-psychological climate, which characterizes the style of leadership and employee relations, the level of staff involvement in the company's activities and the degree of satisfaction with it, the ability to resolve conflicts, the ability to trust subordinates, management and partners.
2. The system of motivation and incentives for personnel, which involves a set of economic, social and moral ways to develop professional activity.

Socio-psychological climate - the socio-psychological state of the team, the result of the joint activity of people, their interpersonal relations, determined not so much by objective conditions, as by the subjective need of people for communication and its satisfaction. In other words, the socio-psychological climate of the company can be considered as the satisfaction or dissatisfaction of the members of the organization with interpersonal relationships, which manifest themselves as the mood and opinion of the team, assessment of the living conditions and work of the staff in the team. It is important to take into account the factors that determine the socio-psychological climate of the team: the similarity or difference in socio-demographic characteristics; systems of value orientations and social attitudes; psychological traits of interacting workers; working conditions; group culture, etc.

An analysis of the traditions, formal and informal rules operating in the organization should be aimed primarily at determining what effect they have on the working behavior of the staff and to what extent they support the organizational development strategy developed by the management.

information design (corporate style) includes the development of signs, namely a full-fledged sign system of graphic, visual, verbal, sound and other symbols of the organization. First of all, this is the name and its abbreviation. Their brevity and euphony are desirable. The elements of corporate identity are: emblem, trademark, corporate colors, slogan.

Emblem(logo) of an organization can be executed both on the basis of a pictorial symbol (attractive animal, plant, building, architectural or landscape silhouette, figurine, profile, etc.), and on the basis of a specially made spelling of the abbreviation.

Trademark is approved in in due course an original graphic image that is a brand name, company logo or product brand. The role of a trademark can be played by a logo or an abbreviation. However, a trademark that does not contain letters cannot be called a logo.

Corporate colors are registered, as a rule, together with the logo and trademark. Use no more than three colors to avoid variegation.

You should take into account the design design, which involves a well-thought-out design of interior spaces, workplaces, reception areas. It is not only about the interior, furniture, equipment and office equipment. It is important, for example, that a visitor or a novice worker can easily navigate the interior. Therefore, it is very useful to think over a system of signs, with the help of which it was easy to navigate in the corridors and rooms.

AT Russian companies become more serious about how the staff looks. The concept of "dress code" over the past ten years has firmly entered the Russian language. Dress code refers to the appearance requirements that the administration imposes on company employees. Appearance and clothing at work are no longer a personal matter of employees. Each employee must take into account not only personal comfort, but also the reputation of the company.

Highly good impression produces uniform clothing. This shows both the viability of the company, and the organization and smartness of the entire team. Uniforms help distinguish workers from visitors.

Well-read badges with the names and positions of their bearers make it easier for customers to contact unfamiliar employees.

The corporate culture is a complex developed and recognized by the company's team social norms attitudes, attitudes, stereotypes of behavior, beliefs, customs that make a person, a group behave in certain situations in a certain way. The corporate culture of the company should be documented.

Each company defines own tasks, for the solution of which she intends to use such a tool as the Regulations on corporate culture.

For example, in OJSC MGTS since 2008 the "Code of Corporate Ethics of Employees" came into force. The document was developed by the Human Resources Department and has the following structure:

1. Ethical standards of corporate conduct in relationships with customers and business partners.
2. Ethical standards of internal communications.
3. Protecting the interests of OAO MGTS.
4. Corporate business etiquette.
5. Compliance with the code.

But the creation of a provision, of course, is not limited to writing the text of the document. There is a specificity in the execution of such documents: it is impossible to force the implementation of the Regulations on Corporate Culture. Therefore, in order for it to really work, even at the stage of its creation, it is necessary to provide procedures that include, if possible, all employees of the organization in the process of developing a document. Only if each employee accepts the Regulation on corporate culture, it will be actually implemented.

Introduction………………………………………………………………………………………. 3

Chapter 1. General concepts and the essence of corporate culture…………………………….4

1.1 The concept of corporate culture…………………………………………………………….4

1.2 Ways of forming a corporate culture………………………………………….4

Chapter 2. Types, classification and structure of corporate culture……………………6

2.1 Types of corporate culture and their classification………………………………………6

2.2 The structure of the corporate culture………………………………………………………..7

Chapter 3. The main elements of corporate culture………………………………………9

3.2. Corporate values, slogans, symbols, myths and legends………………………10

Chapter 4. Features of the formation of corporate culture………………………….11

4.2 Stages of corporate culture formation……………………………………….12

Chapter 5. The meaning and functions of corporate culture in the organization………………….14

5.1 The meaning and functions of corporate culture……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….

Conclusion……………………………………………………………………………………… 17

List of literature used………………………………………………………….18

Introduction.

All more executives and HR managers today are thinking about the need for purposeful formation of a corporate culture in the organization. To a large extent, this situation is due to the transition Russian business to a new stage of development, which is characterized by the search for ways to improve the efficiency of the use of available resources, including personnel. At the same time, not all companies that have decided to create a corporate culture have an idea of what it is.

In Russia, the concept of "corporate culture" has spread along with the development of competitive business. Corporate culture in Russian perception is such an atmosphere of the company, when employees feel like a part of the company. Any culture, be it the culture of behavior, communication, appearance, speech, creates this favorable aura. Corporate culture brings the company a very specific material result.

Since culture plays a very important role in the life of an organization, it should be the subject of close attention from management. Very often, a firm's successes and failures are based on causes directly or indirectly related to its corporate culture. The leadership style, the psychological climate in the team, the established image of the organization - all this cannot but affect the results of the work of any enterprise.

Therefore, managers must be able to analyze the corporate culture and influence its formation and change in the desired direction.

Currently, corporate culture is an interdisciplinary area of research, which is located at the intersection of several areas of knowledge, such as management, organizational behavior, sociology, psychology, cultural studies.

The relevance of the topic is due to the growth of competition in the service sector, the production of goods and services, and it is necessary to form competitive advantages, one of which is corporate culture.

The purpose of this work is to reveal the essence of the concept of "corporate culture", to identify the main methods and directions for the formation and promotion of corporate culture in the organization. To achieve this goal, the following tasks will be required:

1) give the concept of corporate culture;

2) identify ways to form a corporate culture and its content;

3) determine the types, classification and structure of corporate culture;

4) identify the main stages in the formation of corporate culture;

5) determine the meaning and functions of corporate culture in the organization.

Chapter 1. General concepts and essence of corporate culture

1.1. The concept of corporate culture.

The concept of "corporate culture" came into use in developed countries in the twenties of the last century, when it became necessary to streamline relationships within large firms and corporations, as well as awareness of their place in the infrastructure of economic, trade and industrial relations.

AT modern business corporate culture is an important condition for the successful operation of the company, the foundation of its dynamic growth, a kind of guarantor of the desire to increase efficiency.

Corporate (organizational) culture can be defined as a set of basic values, beliefs, unspoken agreements and norms shared by all members of the organization. This is a kind of system of common values and assumptions about what and how is done in the company, which is learned as you have to deal with external and internal problems. It helps the company survive, win the competition, conquer new markets and develop successfully.

Corporate culture is determined by the formula: common values - mutually beneficial relationships and cooperation - conscientious organizational behavior. Corporate culture is a complex of social norms, attitudes, orientations, stereotypes of behavior, beliefs, customs that are developed and recognized by the organization's team that make a person or group behave in certain situations in a certain way. At the visible level, the culture of a group of people takes the form of rituals, symbols, myths, legends, linguistic symbols, and artifacts. AT modern conditions corporate management is interested in making flexibility and innovation the most important and integral components of the corporate culture.

1.2 Ways to form a corporate culture

Corporate culture is directly related to the corporate spirit, employee loyalty to the organization. One of the most important tasks of the PR department of a corporation is to maintain a corporate spirit both in an individual employee and in a work team, uniting employees with common interests and understanding the common goals of the enterprise.

In order to form a corporate culture that is adequate to the modern requirements of the economy and business, it is necessary to transform the values of people that have been formed under the influence of command and control management methods and take a course towards introducing into the minds of all categories of employees the elements that make up the basic structure of corporate culture market type. One of the most important indicators of such a culture is the focus not only on providing a favorable atmosphere, normal relations in the team, but also on achieving the goals and results of the corporation.

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

When developing a new strategy for an organization, introducing changes to the strategy, structure and other elements of the management system, leaders and managers for internal corporate PR should assess the degree of their implementation within the existing corporate culture and, if necessary, take steps to change it. At the same time, it should be taken into account that the corporate culture is inherently more inert than other elements of the management system. Therefore, the actions to change it in the corporation should be ahead of all other transformations, realizing that the results will not be visible immediately.

Chapter 2. Types, classification and structure of corporate culture

2.1 Types of corporate culture and their classification

The very concept of "corporate culture", like many other terms of organizational and legal disciplines, does not have a single interpretation, there is no single standard in the approach to classifying the types of corporate culture.

Consider the classification proposed by S.G. Abramova and I.A. Kostenchuk, through which they distinguish the following types of corporate culture:

1) According to the degree of mutual adequacy of the dominant hierarchy of values and the prevailing ways of their implementation, stable (high degree of adequacy) and unstable (low degree of adequacy) cultures are distinguished. A stable culture is characterized by well-defined norms of behavior and traditions. Unstable - the lack of clear ideas about the optimal, acceptable and unacceptable behavior, as well as fluctuations in the socio-psychological status of workers.

2) According to the degree of conformity of the hierarchy of personal values of each of the employees and the hierarchical system of intra-group values, integrative (high degree of conformity) and disintegrative (low degree of conformity) cultures are distinguished. An integrative culture is characterized by unity public opinion and intragroup cohesion. Disintegrative - the lack of a unified public opinion, disunity and conflict.

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

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

5) According to the degree of separability and intensity, they distinguish: strong and weak corporate culture.

6) By general characteristics companies distinguish: hierarchical (emphasis on strategy within the organization), clan (sharing by all employees of the values and goals of the organization, cohesion), market (the organization's desire to win) and adhocracy (flexibility and creativity of employees in situations of uncertainty and ambiguity) corporate culture.

2.2 Corporate culture structure

When researching a corporate type of culture, as well as in the formation and maintenance of a particular type of culture, it should be taken into account that each culture has its own structure.

Consider corporate culture at three levels:

The first, most superficial level of culture is artifacts. At this level, a person encounters the physical manifestations of culture, such as the interior of the office, the observed "patterns" of employee behavior, the "language" of the organization, its traditions, rites and rituals. In other words, the "external" level of culture gives a person the opportunity to feel, see and hear what conditions are created in the organization for its employees, and how people in this organization work and interact with each other. Everything that takes place in the organization at this level is the visible result of conscious formation, cultivation and development.

The next, deeper, level of corporate culture is the proclaimed values. This is the level, the study of which makes it clear why the organization has exactly such conditions for work, rest of employees and customer service, why people in this organization demonstrate such patterns of behavior. In other words, these are values and norms, principles and rules, strategies and goals that determine the internal and partly external life of the organization and the formation of which is the prerogative of top managers. They can be either fixed in instructions and documents, or loose. The main thing is that they are really accepted and shared by workers.

The deepest level of organizational culture is the level of basic ideas. We are talking about what is accepted by a person at a subconscious level - this is a certain framework for a person's perception of the surrounding reality and existence in it, the way this person sees, understands what is happening around him, how he considers it right to act in various situations. Here we are mainly talking about the basic assumptions (values) of managers. Since it is they who, by their real actions, form organizational values, norms and rules.

Chapter 3. The main elements of corporate culture

Corporate culture has a certain content, which includes subjective and objective elements. The former include beliefs, values, rituals, taboos, images and myths associated with the history of the organization and the lives of its famous members, accepted norms of communication. They are the basis of a managerial culture characterized by leadership styles, problem-solving methods, and managerial behavior. Objective elements reflect the material side of the life of the organization. For example, symbols, colors, comfort and interior design, the appearance of buildings, equipment, furniture, etc.

The culture of a corporation is, as it were, two organizational levels. At the top level are such visible factors as clothing, symbols, organizational ceremonies, work environment. The top level represents elements of culture that have an external visible representation. At a deeper level, there are values and norms that determine and regulate the behavior of employees in the company. The second level values are closely related to visual patterns (ceremonies, style business clothes and etc.). These values are supported and developed by the employees of the organization, each employee of the company must share them or at least show their loyalty to the accepted corporate values.

Rice. Levels of corporate culture

3.2. Corporate values, slogans, symbols, myths and legends

Values are a fundamental element of corporate culture. Through the concrete actions of PR managers, they manifest themselves throughout the organization and are reflected in its goals and policies. Values include the basic ideological attitudes and ideas adopted in the company.

Values give each employee confirmation that what he does meets his own interests and needs, as well as the interests and needs of the work team and the specific unit in which he is employed, the entire corporation and society as a whole. The values of the organization are the core of the organizational culture, on the basis of which the norms and forms of behavior in the organization are developed. It is the values shared and declared by the founders and the most authoritative members of the organization that often become the key link on which the cohesion of employees depends, the unity of views and actions is formed, and, consequently, the achievement of the organization's goals is ensured.

Core Values modern companies perceived through visible embodiment in the form of symbols, stories, heroes, mottos and ceremonies. The culture of any company can be explained by these factors. Being one of the elements of corporate culture, symbols and slogans in a capacious and concise form emphasize the strongest, most significant aspects of a particular company. For example, the social symbol of the Samsung company is a five-pointed star formed by people holding hands. It expresses five programs: social security, culture and art, scientific activity and education, conservation and voluntary social activities employees.

The most important part of the corporate culture of any organization is also, oddly enough, its mythology. Developed corporate cultures develop quite a diverse mythology. The mythology of enterprises exists in the form of metaphorical stories, anecdotes that constantly circulate in the enterprise. Usually they are associated with the founder of the enterprise and are called upon to convey the company's values to employees in a visual, lively, figurative form. In addition, the visible manifestations of corporate culture are rituals. A ritual is a repetitive sequence of activities that expresses the core values of any organization. Rituals serve as a means of visually demonstrating the value orientations of the company, they are designed to remind employees of the standards of behavior, norms of relationships in the team that the company expects from them.

Chapter 4. Features of the formation of corporate culture

The formation of corporate culture, as a rule, comes from formal leaders (company management) or, less often, informal ones. Therefore, it is important that a manager who wants to shape a corporate culture formulate for himself the core values of his organization or his unit.

According to different sources, firms with a pronounced, established corporate culture are much more efficient in using HR ( human resources). Corporate culture is one of the most effective means of attracting and motivating employees.

There are several methods to study the existing culture. These include interviews, indirect methods, questionnaires, the study of oral folklore, the analysis of documents, the study of the rules and traditions that have developed in the organization, as well as the study of management practices.

There are two main areas of corporate culture formation methodology:

1. Search for the values of a successful organizational culture that best meets the following factors: organizational technology, opportunities and limitations external environment organization, the level of professionalism of the staff and the peculiarities of the national mentality.

2. Fixing the identified values of the organizational culture at the level of the organization's personnel.

AT this case, if the first direction in the formation of an organization's culture relates to the sphere of strategic development, during which organizational values are identified that correspond to the maximum extent to the goals of organizational development and the characteristics of the organization's personnel, then the second block of tasks relates to tactical management, which develops a system of specific measures and procedures to strengthen values identified at the first stage.

Both stages are interrelated and interdependent: the extent to which organizational values are correctly identified and formulated at the first stage will determine the depth of commitment to them, supported by the measures of the second stage. And vice versa, the correctness, consistency and systematic nature of specific measures to maintain organizational culture will largely determine its strength in the end.

Measures to implement the tasks of the first block include the following: study of the peculiarities of the national mentality from the point of view of certain principles of organization management; determination of the capabilities and limitations of personnel; definition of the main technological possibilities and possibilities of the external environment.

The desired values of culture, identified by the manager at the first stage, become the main goal for the second stage of their formation in the organization. The second block of tasks is implemented by highlighting key figures or creators of organizational culture, who are called upon to form the necessary organizational values of culture.

4.2 Stages of formation of corporate culture

Building a corporate culture is a long and complex process. The main (first) steps of this process should be as follows: defining the mission of the organization; definition of core core values. And already, based on the basic values, the standards of behavior of the members of the organization, traditions and symbols are formulated. Thus, the formation of corporate culture is divided into the following four stages:

1. Definition of the mission of the organization, basic values;

2. Formulation of standards of conduct for members of the organization;

3. Formation of the traditions of the organization;

4. Development of symbols.

Stage 1. According to managers, the creation of a corporate value system is the answer to the questions: “What are we doing? What are we good for? What are we capable of? What are our attitudes in life? What is our plan? and etc."

Values should respond to people's need for confirmation that the cause they are doing matters beyond a particular business, a particular position, a particular co-worker, and a particular salary.

In other words, the strength of an organizational culture is determined by at least two important factors: the extent to which the members of the organization accept the company's core values and the extent to which they are committed to those values.

Stage 2. The difficulty of maintaining the required level of organizational culture lies in the fact that again accepted employees bring with them not only new ideas and individual approaches to solving professional problems, but also their own values, views, and beliefs. The individual personal values of employees can significantly shake the established cultural values within the organization. To maintain the current system cultural property organization, it is necessary to constantly influence the formation of the value orientations of employees in order to bring them as close as possible to the values of the organization itself.

Stage 3. An important part of the formation of corporate culture is the creation and support of the traditions of the organization. Consider some examples of traditions, external signs by which one can judge the corporate culture of organizations:

All employees go to work in office-style clothes;

- "You work for healthy lifestyle life - do not smoke ";

A certain bonus is paid for each year worked;

Everyone communicates “like you” and by name (this is the setting);

Be sure to use the products (cosmetics, photos, accessories) that your company sells.

Stage 4. Despite the seeming formality, the development of symbols is milestone formation of corporate culture. Even the simplest preference in interior decoration and appearance employees of the "leading" color of the company - plays an important role in shaping the unity of the team. The use of symbolism is a two-way process. On the one hand, it forms the external image of the organization, allowing partners and consumers to easily recognize the corresponding symbol in a series of many, and on the other hand, the symbolism allows the employees themselves to feel the internal idea of the organization.

Chapter 5. The meaning and functions of corporate culture in the organization

5.1 The meaning and functions of corporate culture

Significance of corporate culture:

1.Forming a certain image of the organization and creating a sense of security among employees;

2. Culture helps newcomers to quickly understand the activities of the organization and correctly interpret the events taking place in the organization;

3. The level of responsibility increases, and, consequently, the level of viability of the organization;

4. Stimulates employees to achieve common goals, which causes an increase in the innovative potential of the organization;

5. Culture sets internal rules and standards of behavior - "collective programming";

6. Culture regulates management activities;

7. Culture contributes to the identification of the employee with the company, forms a commitment to the company;

8. Culture creates a sense of security among employees.

Functions of corporate culture:

1. Informational, which consists in the transfer of social experience;

2. Cognitive, which consists in the knowledge and assimilation of the principles of culture at the stage of adaptation of the employee to the organization and, thus, contributes to his inclusion in the life of the team;

3. Normative, as the culture establishes the norms of acceptable behavior in the organization;

4. Regulatory, by means of which the real behavior of a person or group is compared with the norms adopted in the organization;

5. Value (sense-forming), since culture affects the worldview of a person;

6. Communicative, because through the values adopted in the organization, norms of behavior and other elements of culture provide mutual understanding of employees and their interaction;

7. Security - culture serves as a barrier to the penetration of undesirable tendencies;

8. Integrating - the adoption of a corporate culture forms a community of people and they feel like part of a single system;

9. Substitutive - a strong culture allows you to reduce the flow of formal orders and orders;

10. Motivational - the adoption of a culture usually creates additional opportunities for a person and vice versa;

11. Educational and developmental - mastering a culture creates additional knowledge and positively affects its activities;

12. Quality management - over time, the most effective components remain in the culture, and all negative ones disappear;

13. Formation of the company's image - customers, visitors and other contractors do not get acquainted with official documents- they see the outside of the company and this creates its image.

5.2 Influence of corporate culture on organizational life

Currently, corporate culture is considered as the main mechanism for ensuring practical boost the efficiency of the organization. It is important for any organization because it can affect:

Employee motivation;

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

The morality of each employee, his business reputation;

Productivity and efficiency of labor activity;

The quality of work of employees;

The nature of personal and industrial relations in the organization;

The relationship of employees to work;

The creative potential of employees.

There are four main approaches to resolving the problem of incompatibility of strategy and culture in the organization:

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

2) the management system adjusts to the existing culture in the organization;

3) attempts are made to change the culture so that it is suitable for the chosen strategy;

4) the strategy is changed to fit the existing culture.

In general, there are two ways in which organizational culture influences the life of an organization.

The first approach is that culture and behavior mutually influence each other.

The second approach is that culture influences not so much what people do as how they do it.

There are various models of the influence of organizational culture on organizational performance:

Sate Model,

Peters and Waterman model,

Parsons model.

In more 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 - AG1L: adaptation (adaptation); goal-seeking (achieving goals); integration (integration) and legiacy (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 organizational 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.

Conclusion

Thus, based on the foregoing, we can conclude that corporate culture is a complex of social norms, attitudes, orientations, stereotypes of behavior, beliefs, customs that are developed and recognized by the organization's team, which make a person, a group behave in certain situations in a certain way. . At the same time, at the visible level, the culture of a group of people takes the form of rituals, symbols, myths, legends and artifacts. Corporate culture - key factor that determines the success and stability of the company. It binds employees together, increases staff loyalty to the company, and increases labor productivity. At present, corporate culture is considered as the main mechanism that provides a practical increase in the efficiency of the organization.

In my opinion, corporate culture is an integral part of any organization. It arises from the moment the company was founded and actively develops during its existence. Organizational culture has a significant impact on all employees of the company, on their views and behavior, and most importantly, the result of the company's activities depends on it. However, a spontaneously formed corporate culture can become an obstacle to achieving the company's strategic goals. Therefore, every leader must be able to competently manage it and keep its formation and growth under control. In addition, any manager is obliged to monitor the observance of certain norms, rules, customs and traditions that have existed since the inception of the company in order to preserve the culture of the organization. It should also be noted that the organizational culture should correspond with the mission and strategy of the organization. Only in this case, the organization will be able to achieve success in solving the set goals and objectives, and most importantly, to achieve the main result, namely, making a profit, and then increasing it. Since the development of organizational culture has a great impact on the efficiency of the company, I would also like to note that any leader should contribute not only to maintaining the corporate culture of the organization, but also to promoting it. In my opinion, today the competent management of an organization in combination with a developed corporate culture, a good team and clearly set goals, objectives and mission of the company is the key to the success of any organization.

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