Corporate culture and enterprise efficiency. Study of the influence of corporate culture on the activities of the enterprise. The concept and elements of organizational culture

IN modern conditions globalization and integration of the economy, it is necessary, when managing an enterprise, to take into account all external and internal factors environments that affect the viability of the organization, its competitiveness in the market. One of these factors is the corporate culture, which affects the efficiency of the enterprise.

Improvement corporate culture, turning it into a powerful motivating and unifying principle, can become one of the levers of increasing the efficiency of the enterprise, therefore many modern leaders view corporate culture as a powerful strategic tool that allows all departments and individuals to be focused on common goals, mobilize employee initiative and ensure productive interaction.

There are many interpretations of the concept of "corporate culture" and they are all, of course, correct and cover many properties of corporate culture. But, in my opinion, the most complete definition corporate culture was given by Edgar Shane, according to which "organizational (corporate) culture is a set of basic motives formed independently, assimilated or developed by a certain group as it learns to solve the problems of adaptation to the external environment and internal integration, - which turned out to be quite effective to be considered valuable, and therefore passed on to new members as the correct way of perception, thinking and attitude to specific problems. "

According to many researchers, corporate culture is associated with achieving the best social and psychological conditions at the enterprise, such as: creating conditions for creative effective work, creating conditions for social peace and partnership, creating the interests of society and the state. The success of the enterprise depends more on the positiveness of the corporate culture than on many other factors of the organization. Positive corporate cultures facilitate communication and decision-making, and facilitate collaboration based on trust. The most important factor in a positive corporate culture is its informal impact on young workers, the indirect development of their personal and professional qualities through working rules and regulations, the bearer of which is the staff, its leading specialists and experienced “personnel” workers.

The main indicator of a developed corporate culture: the conviction of all employees that their organization is the best. When people, different in character and content, unite to achieve a common goal and at the same time identify themselves with the organization, we can talk about the corporate spirit. The corporate spirit of the firm is loyalty to the group, section, department, enterprise and, finally, to the firm. Through a system of appropriate communication means of influence, the main component of which is dedication to the ideals of the firm, the employee becomes involved in the affairs of the firm, in its atmosphere, tasks, mission, etc.

Summing up, we can say that with a well-built culture, an employee perceives himself as a part of the enterprise, believes that his activities affect the overall performance of the enterprise. Conscious of personal responsibility for the overall product joint activities, the employee strives to conscientiously fulfill his production duties, this forms his norm of behavior. The responsibility of the employee for the quality of the product he produces is formed, and his interest in improving it is growing. All this creates an atmosphere of passion for your work. As a result, the success of the employee becomes the basis for the successful operation of the enterprise. Also, with the skillful use of corporate culture, you can lead an enterprise to success, prosperity and stability, and with ineptitude, the opposite results are possible. Consequently, the corporate culture must be studied, monitored, its formation, improved and regulated its changes. It should become an organic part of the entire enterprise, be adequate to modern requirements, dictated by economic and technological development, the specifics of a particular enterprise, it should contribute to the achievement of the goals, and, consequently, to improve the efficiency of the enterprise.

Literature

1. Kubaneishvili A. Company transformation - start with corporate culture // Personnel management. - 2001. - No. 1. - from 21-24.

2. Shane E.H. Organizational culture and leadership / Per. from English ed. V.A. Spivak. Central St. Petersburg: Peter, 2002 .-- 336s.

3. Rampersad H., Gorshenin V., Korolenko A. "The way to achieve efficiency, harmonious development of personality and organization" // Personnel Management. - 2008.- No. 19.- p. 7 - 12.

4. Reva V.E. "Communication management: Study guide»Penza. Ed. PSU., 2003.

In the domestic economic literature of recent decades, one can hardly find a more widespread concept than efficiency. Many are dedicated to him scientific papers and research. General and many particular interpretations of this concept are given, the foundations of its formation are considered and proposed different methods measurements. Sometimes it was also given a typical slogan character.

Discussions in this direction did not stop even with the beginning of cardinal economic transformations, when other, seemingly more pressing issues were brought to the fore.

In general terms efficiency(translated from Latin - effective, productive, giving a result) characterizes developed systems, processes, phenomena.

Efficiency acts as an indicator of development, it is also its most important incentive. In an effort to improve the efficiency of a particular type of entrepreneurial activity and their totality, measures are determined that contribute to the development process, and those of them that lead to regression are cut off.

Efficiency in this sense is always related to practice. She becomes the target management activities, directs this activity in the direction of validity, necessity, justification and sufficiency.

Efficiency is a quality category. Associated with the intensity of development of organizations (dynamic quality category), it reflects the deep processes of improvement that occur in all its structures and elements, and excludes mechanistic approaches.

Such a broad interpretation of efficiency does not contradict its narrowly focused understanding. Well-known indicators of production efficiency - its effectiveness, the intensity of the system functioning, the degree of goal achievement and the level of organization of the system, etc. This indicates the versatility of the efficiency category, on the one hand, and, on the other hand, the complexity of its presentation in indicators and measures.

To assess the degree of influence of corporate culture on efficiency economic activity companies consider the relationship between the two most important economic categories - effect and efficiency.

The common orientation of these categories is obvious. Both effect and efficiency reflect growth and development economic object, that is, its ability for progressive quantitative changes, reflected in volumetric indicators, and for progressive qualitative changes that complement quantitative ones and are associated, as a rule, with the structural dynamics of the object. Moreover, the strongest interconnection of these categories with the concept of development with its inherent qualitative changes, since it is with their help that the desired result is most often achieved, while economic growth can be caused by an increase in resources and, in principle, does not reflect the need to use intensive factors.

At the same time, there are significant differences between the categories “effect” and “effectiveness”. The effect is a reflection of the result of the activity, that is, the state towards which the economic object is striving. The concepts "effect" and "result" can be perceived as identical and used as a guideline when building a specific management system. Such management, which has received the name "management by results" in international practice, is aimed at a quantitative increase in the resulting indicators, although it implies a change in qualitative characteristics.

Efficiency, in contrast to the effect, takes into account not only the result of the activity (predicted, planned, achieved, desired), but also considers the conditions under which it is achieved. Efficiency is determined by the ratio of the result (effect) and the costs that determine this result... Efficiency is a comparative assessment of the result of an activity, reflecting not only its ability to ensure economic growth, but also its ability to stimulate progressive structural and qualitative changes. The effect, therefore, is one of the components correlated with each other in the process of solving optimization problems.

It is customary to express the effectiveness of any activity using the ratio of the result to the costs. The target orientation of such an attitude is the striving for maximization. In this case, the task is to maximize the result per unit of cost.

The opposite relationship is also possible, when the cost indicator is related to the result indicator. In this case, the benchmark is minimized.

From a formal standpoint, there is no contradiction between the use of one or another calculation method. However, from a substantive point of view, significant differences can be noticed between them. These differences are manifested in the process of modeling activities, that is, anticipating future processes, events, phenomena. The corporate culture model, like any problem-oriented model, is always directed towards a certain desired result and is built on the basis of the desire to achieve it. Its ultimate goal is to achieve a certain result. However, if you operate with the ratio of cost indicators to the result, you can face a situation where the result will not increase, although the costs for achieving it at the same level will be reduced. This circumstance can be considered as a consequence of qualitative changes occurring in the company under the influence of corporate culture, and in the process of their assessment, an increase in the company's performance will be recorded. However, the planned result is not achieved, that is, the elements of development are not complemented by elements of economic growth.

Such a change in the organization, in principle, corresponds to progressive trends, but it is hardly possible to recognize it as completely exhaustive for solving the tasks set. An integrated focus on the growth and development of the company is important, combining the need to increase both volumetric and quality indicators.

There is a growing interest in studying the relationship between corporate culture and company performance. The purpose of this kind of research is to study the impact of organizational culture on the effectiveness of the company. The multifaceted nature of the analysis is due to the use of methods of quantitative and qualitative sociological research.

There are four main models describing the influence of corporate culture on the efficiency of a company: the Sate model, the Peters-Waterman model, the Parsons model, and the Quinn-Robrach model. V. Sate examines the influence of culture on organizational life through six processes (Fig. 2.8).

Figure 2.8 - Sate model describing the influence of corporate culture on the company's performance

The authors of the acclaimed bestseller In Search of Successful Governance, T. Peters and R. Waterman, discovered the link between culture and organizational success. Taking the example of successful American firms and describing management practice, they developed a number of beliefs and values of the corporate culture that led these companies to success (Fig.2.9)

Figure 2.9 - Model of the relationship of culture with the success of the organization (according to Peters-Waterman)

IN general view the relationship between corporate culture and organizational performance is presented in the model of the American sociologist T. Parsons. The model is developed based on 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 gave the name of this model - AGIL:

Adaptation;

Achievements of goals;

Integration;

Legitimacy.

According to this model, for its survival and prosperity, any organization must be able to adapt to constantly changing conditions. external environment, integrate their parts into a single whole, be recognized by people and other organizations and, most importantly, achieve the goals set.

Since the result of an activity is always associated with its goal, the company's desire to achieve the desired state determines its purposeful behavior. This state is the goal of the object.

The interpretation of the goal presupposes its objective conditionality. It manifests itself in a clear certainty, in the direction of development caused by objective material reasons. The objectivity of the goal is also manifested in the fact that it "passes" into the company in the process of objectively expedient human activity under the influence of corporate culture.

IN theoretical concepts the understanding of the goal as a certain state to which this or that object strives was established. Already in the process of setting goals, those properties and qualities that an object should receive upon completion of a certain activity are recorded. The goal, therefore, forms the basis of the activity. At the same time, activity is interpreted as activity aimed at achieving a consciously set goal. Aimless activity is not an activity.

The goal is similar to the triggering mechanism of activity, as long as there is no goal - there is no activity, a goal appears - activity can also appear.

The goal is characterized by preliminary thoughtfulness. At the end of the labor process, the result is obtained, which already at the beginning of this process was present in the human mind. After the goal has been set, the situation in which the activity will be carried out is analyzed, the method and means of achieving this goal are selected, a sequence of future actions is outlined - an activity scheme is built.

Economic activity is always aimed at achieving a goal, although it does not always lead to it. But it necessarily ends with a result, even if it is not planned or has no positive character. If the end result coincides with the goal, then the activity can be recognized as rational, if there is no such coincidence, then the activity is irrational.

The coincidence of the result and the goal is especially important from the standpoint of choosing the most successful solutions. This coincidence indicates that the selected conditions correspond to the "standards of rationality", and the analysis of the situation is quite complete and reasonable. More precisely define the meaning of concepts such as “ successful activity"," Activities that comply with the principles of rationality "helps the concept of efficiency as reflecting the possibility of obtaining a result (or an already obtained result) under certain conditions of the implementation of activities.

The Sate model is based on the postulate: the values of corporate culture are the most important means or tools to perform the functions of this model. If the organization's shared beliefs and values help it adapt, achieve its goals, connect and prove itself useful to people and other organizations, then it is obvious that such a culture will influence the organization in the direction of success.

T. Parsons' ideas were developed and concretized by R. Quinn and J. Rohrbach in their model "Competing values and organizational effectiveness", which explains the influence of certain groups of values on organizational efficiency. In the development of the AGIL model, it was proposed to consider this influence not in one, but in three dimensions, therefore, the model of the so-called "competing values" was used (Fig. 2.10).

Figure 2.10 - Model of competing values of organizational effectiveness according to Queen-Rohrbach

This model describes the values of the organization's culture in relation to each individual approach to measuring performance and compares the perspective of one approach to all others. The measurement of competing values in the Quinn-Rohrbach model is performed using “scaled” questionnaires, so the model can be used as an effective tool for organizational diagnostics. Unlike one-dimensional models, in this case it is impossible to get the only correct answer about the effectiveness of the organization. The model identifies deficiencies in all four of its parts to the extent that they are present in the activities of the organization.

The efficiency of production and economic activities of a company can be assessed on the basis of the following parameters: overall performance, market share, sales growth, profitability, employee satisfaction, quality of products and services, development of a new product.

Different parameters of organizational culture have different effects on performance parameters (Figure 2.11):

Figure 2.11 - Model of the organizational culture of the company

The mission and adaptability, which characterize the external orientation of the company, have a significant impact on the growth of sales and market share;

The commitment and consistency that characterize the internal focus of the company has a significant impact on product quality and employee satisfaction;

Agility and engagement are two of the most important dimensions of organizational culture that characterize an effective organization.

The results of the correlation between the parameters of organizational culture and efficiency are presented in Table 2.1.

At the beginning of the XXI century. Qualitative case studies have been carried out by organizational culture researchers. It was attended by four Swedish companies, each of which conducted 10 interviews with employees of all levels of the hierarchy. Key questions centered around organizational values, unique aspects of the organization, company groups and subgroups, and organizational management tools.

Table 2.1 - Correlation between the parameters of organizational culture and the efficiency of subsidiaries of foreign companies.

Parameters of the organizational culture of management	Overall performance	Market share	Sales growth	Profitability	Employee satisfaction	Product quality	Development
Involvement
Team orientation
Development of abilities
Transfer of powers
Consistency
Key values
Agreement
Coordination and integration
Adaptability
Organizational Learning
Customer orientation
Making changes



Strategy

AGA. Swedish company, one of the world leaders in the production of industrial gases. The number of employees is over 10,000 people, branches are located in 40 countries of the world. 350 employees work in the Russian branch.

Alfa laval... Manufactures equipment for the dairy industry. 13 800 employees in 50 countries of the world, the Russian branch employs 300 people. An additional direction of the company's activity is the production of heat heaters, which is considered promising.

AssiDoman. One of the largest forestry companies in Europe. 18,000 employees. The main activity in the North-West of Russia is the production of corrugated cardboard. The number of employees of the Russian branch is 80 people.

Lift. Big company for the production and maintenance of elevators. A branch of an international company, which employs over 200,000 people. Lift Moscow manufactures only small forklifts for residential use. The main buyer is the local government with limited resources. The company resorts to barter when necessary, which causes serious difficulties in doing business.

As a result of the study, estimates of the parameters of the organizational culture of companies were obtained, which are presented in Table 2.2.

Table 2.2 - Generalized estimates of the parameters of the organizational culture of foreign companies operating in Russia

Company	Involvement	Consistency	Adaptability	Overall results

Involvement. Workers at the surveyed company were asked to choose between an additional payment equal to their monthly salary, or the opportunity to attend a high-quality one-week training session. Most of the employees opted for additional training. This reflects the high importance of development opportunities for them.

AGA has two distinct subcultures. The first is the subculture of managers top echelon as well as sales and finance staff. Most of them are young, new employees, highly motivated and open to non-traditional management styles. The second is the subculture of employees production department, older people who have been working in the company for more than one year. They are satisfied with the existing level of wages, they do not strive for changes. Both groups are highly motivated to be members of subgroups, but do not associate themselves with the company as a whole. They also tend to see the reason for the company's inefficiency in the activities of another group.

Consistency. AGA and Alfa Laval have serious coordination and integration problems due to unequal attitudes of workers towards functional responsibilities and undeveloped communications between departments. Each company was asked questions about the core values of the organization. Overall, the responses demonstrated the high relevance of these values for workers. At the same time, some of the responses reflected the desire to ensure the completeness and inviolability of the existing authoritarian model of government.

Adaptability. Agility is a critical parameter of Russian business. The most interesting forms of adaptation were seen in Alfa Laval and Lift. In order to survive in a difficult economic environment, Alfa Laval quickly shifted its focus from manufacturing equipment for the dairy industry to manufacturing heaters. Lift was forced to change the original concept of production, sale and service of elevators in Russia and concentrate on servicing elevators of any manufacturer. These companies are well aware of the importance of adaptability, they are actively engaged in activities related to organizational changes.

At AssiDoman, openness to change is a key criterion for recruiting new employees.

Mission. Due to the unpredictability and uncertainty of the Russian business environment, it is quite difficult for companies to formulate a mission.

Alfa Laval and AssiDoman are examples of effective organizations. The missions of these companies demonstrate the importance of clear and precise formulation of goals and objectives for them. Thus, the President of AssiDoman company expressed his vision of the organization in the following words: “This is a good place to work”.

In general, as the research results show, adaptability and engagement are the factors that have a greater impact on the efficiency of companies. Alignment and mission are less important due to the unpredictable nature of Russian business.

There is another, Russian example of the study of the organizational culture of company management. One of the objectives of this kind of research was to review the previous results in the field of organizational culture in Russia. The greatest contribution to its study was made by Bollinger (1994), Naumov (1996), Elenkov (1998), using the measurements of Hofstede (1980) for national culture (Table 2.3). The results of their studies for Russia are compared with those of Hofstede for the United States.

Table 2.3 - Research results of Russian national culture

Index	Naumov (Russia)	Bollinger (Russia)	Elenkov (Russia)	Hofstede (USA)
Individualism
Avoiding uncertainty
Masculinity
Distance of power

While the results are mixed, they show general agreement and suggest that Russian employees are focused on group work prefer to avoid uncertainty, have a relatively low rate of masculinity, explained by low control over events; the high power distance value reflects the deep hierarchical divide that exists between managers and workers.

The considered approach to the analysis of organizational culture is based on a set of experimental methods of assessment and offers a conscious impact on culture in order to improve the organization's adaptability to changing the operating environment, solving problems social development team and improving the efficiency of management.

Tomilov V. V. culture of organization of entrepreneurial activity: textbook. allowance. - SPb .: SPb UeiF, 1993.

Gibson J.L., Ivantsevich D.M., Donnelly D.L.- Jr. Organization: behavior, structure, process // Per. from English - 8th ed. - M .: INFRA-M, 2000 .-- S.662.

Petrov A. Corporate culture: the Russian way? - Access mode: http://www.career.spb.ru. - Title from the screen. Rüttinger R. Culture of Entrepreneurship / Per. with it.). - M.: ECONOM, 1992 .-- p. 240.

Daniel J. D., Radeba La X. international Business: external environment and business operations / Per. from English - 6th ed. - M .: Delo Ltd, 2000.

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THE INFLUENCE OF CORPORATE CULTURE ON THE EFFICIENCY OF THE ORGANIZATION'S FUNCTIONING

Pirimova Lyudmila Selimovna

student, researcher, Financial University at Government of the Russian Federation,... Moscow

Quite recently, almost no one knew such a phrase as "corporate culture" (hereinafter - KK), although in fact it has always existed. What is this anyway? There are several definitions of QC.

So, for example, E. Jax understands by QC a habitual system of human thinking and methods of action that are shared by employees of organizations, enterprises, etc. and which must be learned and, to some extent, accepted by new employees in order to become part of the team.

There is another definition, understanding of QC. For example, G. Morgan believes that CC is one of the ways enterprises carry out their activities through the use of traditions, language, as well as numerous other means of conveying basic values, beliefs, thoughts, ideologies that contribute to the direction of the organization in the right direction.

Thus, QC is based on those thoughts, points of view, fundamental values shared by the company's employees. It includes various styles of behavior of people, their communication with clients and their colleagues, their activity in work and the implementation of their direct responsibilities, also includes their interest in work, which contributes to the development of motivation and many other factors. They can be completely different.

And KK should not be underestimated, as it is a powerful internal competitive factor, which stimulates the manageability of the organization, ensures business development, gives employees the opportunity to grow personally and financially. Thanks to a strong QC, all employees of the organization become a large cohesive team, where each employee performs only those tasks that serve its good, and also develop the company.

The main goal of QC is to provide people with help in order to more productively fulfill their duties in companies and get more satisfaction from this, which in turn leads to an improvement in the indicators of the economic efficiency of the organization itself as a whole. Employee loyalty, staff turnover and attitude to work, as well as employee motivation, are highly dependent on what kind of team they are in.

What are the ways of QC formation?

The formation of the CC comes directly from the formal leaders, that is, the leadership of the organization, or, more rarely, informal ones. Therefore, the most necessary for a leader who wants to form a positive QC is the formulation for himself of the basic values of the company. According to statistics, the majority Western companies CC was formed deliberately, unlike Russian companies. IN foreign companies the new employee first of all gets acquainted with the basic principles of the organization's development, relationships with employees and clients. For example, in some companies there is a large stand on which the basic principles of QC are indicated, in others there are several colorfully published brochures where the head of the company writes about the fundamental values of the company and the principles of its work, there are companies in which “Newbie Days” are held with speeches by the leaders companies and distribution of materials, etc.

QC is both positive and negative.

Positive QC reflects the value of work as a way of self-development, as well as the value of companies as a condition for their implementation. Negative QC is different situations, in which the activity of an employee in this particular company is beneficial for him, but at the same time does not bear a value character from the point of view of his self-development and self-realization. Studies of “negative” QCs show that such structures are dominated by such interpersonal relationships as indifference to other employees and their work, depersonalization of problems, blind obedience to management, and antipathy. According to many specialists in the field of personnel management, in organizations with a "negative" culture, a number of problems are noted: the presence of rumors and gossip that undermine the authority of the leader among his employees; not trusting the management; high staff turnover; “Mental” staff drain, that is, there is a physical presence of an employee, but there is no intellectual and emotional one, they work during the day for several hours, poorly, performing only those duties that are most necessary, time is stretching when performing tasks, while how the remaining hours of the working day are spent on various activities that do not contribute to the effective development of the company: smoke breaks, tea drinking, often repeated non-production conversations, etc. All these factors slow down the development of not only the organization, but also the people working in it.

A positive culture is characterized by the following features: the employee feels his direct relation to the results of the work done by him throughout the organization and to the determination of further actions for its further development. He feels directly personally responsible for overall result the whole company, moreover, such a conscientious attitude of the employee becomes the norm of his behavior. Public opinion is negatively disposed towards manifestations of fictitious labor activity. The success of the employee's work becomes the basis for self-esteem and respect on the part of colleagues, and friendly interpersonal relationships are established in the team. That is why the formation of a positive QC can contribute to a significant decrease in staff turnover, increase their motivation, and increase productivity.

Interestingly, organizations with a pronounced QC are much more efficient in using human resources... QC is one of the most effective means of attracting and motivating employees. As soon as a person satisfies material needs, he has a need for something else: a position in a team, a community of values, intangible motivation... And in this case, QC comes to the fore.

It is curious that in Russia it is somehow not very customary to talk about CC directly and specifically. Practice has shown that quite often the same qualified specialist makes a very different impression in different organizations. What is the reason for this? Of course, not with the fact that a person suddenly loses or gains professional skills. The point is in the QC difference.

For example, a Russian company is looking for an assistant manager. Certain professional requirements are imposed on candidates. Two candidates were selected, but one quite simply communicates, work experience in the past - an engineer, 1―2 years ago she retrained as secretaries, owns foreign language, and the second is a professional referent-translator with knowledge of two languages and a somewhat bohemian style of communication. The HR manager liked the second candidate. But the director, after talking with both candidates, is much closer to the first candidate, and his bohemianism and high level of education annoy him somewhat. The same situation has developed for other positions. From this we can conclude that the director, as a whole, forms a team “for himself”.

And another example. In a large western holding, with an already formed QC, with traditions and prescribed characteristics of employee behavior, one of the most important selection parameters is the compliance of the QC of a potential employee with the company. Each candidate for any position was told in great detail about the company, traditions, and communication features. After that, it became clear that for some this is an additional motivation, while for others it is a negative factor. That is why only those who could accept the existing CC came to work, and, as a rule, stayed for a long time.

The introduction of QC is often a complex and painful process. Traditions and principles of building QC are very different. The main thing for the leader is to do right choice, create QC in the organization and not let everything go by itself, and the employee should choose the right type for himself.

For example, in a large Russian organization a man from a western company came to one of the management positions with a very famous brand and certain traditions (adaptation program for new employees, social benefits, systematic training, office clothing style, respectful attitude to colleagues, negotiations with clients on high level etc.). At the new place of work, none of this was. Perhaps something is not needed (for example, a uniform), but the lack of training, minimal social benefits, noticeably hampered the growth and development of the organization as a whole. New employee realizing this problem, I began to try to gradually introduce the most important thing. It was possible to ensure that some of the employees were paid for by the organization, while others were given opportunities to career growth appeared social guarantees, the microclimate in the team has improved. As a result, the sales volume of the direction, which was managed by the new employee, increased.

Experience shows that the situation in Russian companies has changed markedly in recent years. On the one hand, the market has become more diversified. On the other hand, managers began to understand that the CC and employees representing the company determine its positioning in the market, the level of work with clients, and its image. A healthy psychological climate allows employees to rally to achieve their goals for themselves and for the company as a whole. Companies with strong QC are more competitive.

Some conclusions suggest themselves from the above material. Firstly, an organization that is not engaged in the formation of QC, does not give it due attention, will subsequently be doomed to failure, because it will develop in modern conditions market economy capable of organizations with a close-knit staff, that is, the so-called effectively implemented QC. Secondly, QC promotes the maintenance of trust in the team, which is often a strong motivation for the employees of the organization. This, in turn, ensures less staff turnover and effective work people for the good of the organization.

Building effective QC is one of the most powerful ways to offload leadership. QC sets a long-term goal for the existence of an enterprise, creates certain corporate standards which must be followed by all employees in order to effectively achieve the assigned task.

Bibliography:

1. Zankovsky A.N. Organizational Psychology: 2nd edition; Publishing house MPSI; 2008 - 270 p.

2. Mescon M.Kh., Khedouri F., Albert M. "Fundamentals of management": - M .: "Delo", 2008 - 672 p.

3. E. Shane "Organizational culture and leadership" - S.-Pb .: "Peter", 2008 - 336 p.

Corporate culture and enterprise efficiency. Study of the influence of corporate culture on the activities of the enterprise. The concept and elements of organizational culture

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THE INFLUENCE OF CORPORATE CULTURE ON THE EFFICIENCY OF THE ORGANIZATION'S FUNCTIONING