Corporate culture of the organization: how to form and implement. Corporate culture: examples and formation When forming a corporate culture, one should

Most of the world's leading companies are paying more and more attention to the problems of corporate culture, since it is obvious that the components of success in business and the key to the successful implementation of strategic goals and objectives are not only a perfect technological chain of production, but also employees working in the organization, the socio-psychological climate in the team, the degree of interest of the staff as a result of collective activities.

The corporate culture gives employees the opportunity to identify with the company, forms and develops a sense of commitment, responsibility for all events that occur in the organization, promotes employee awareness of the importance of communications, creates the basis for stability, control and a uniformly defined direction of movement.

The role of corporate culture in the company's management system

The role of corporate culture in the management system is very significant, and underestimating it can lead to a decrease in the efficiency of the company as a whole.

Regulation and optimization of the main elements of the management system is an important, but by no means the last link in the chain of creating competitive advantages. A natural and logical consequence is the "development" of the corporate culture that supports changes. Corporate culture is a kind of invisible component that binds together the elements of the management system, which makes it possible to effectively and painlessly project all projects onto the existing management system (Fig. 1). Clearly spelled out rules of interaction and communication of employees, culture of acceptance and execution management decisions will allow the company to achieve a greater effect from the optimization of certain elements of the management system.

When designing and optimizing the management system, it is necessary not only to achieve procedural expediency, but also to form the correct attitude to these activities on the part of the company's employees, which will be the reason for the successful implementation of all management decisions.

Before starting to discuss the process of forming the desired image of corporate culture, I would like to note the distinctive features that are inherent in the existing corporate culture of many companies:

■ lack of a common vision of corporate culture in the company;

■ fragmentation of employees and departments in the process of carrying out their activities;

■ duplication of functions by employees within the subdivision and subdivisions as a whole;

■ absence of a body coordinating and controlling the activities of divisions in the field of corporate culture;

■ lack of documents that would regulate the conduct of events related to corporate culture.

Of course, we drew attention to frequently occurring problems and gaps, however, perhaps you will find some more pitfalls in your companies. The situation with respect to the "development" of corporate culture depends on many factors that have a direct impact on the basic elements of the culture.

It is very important to identify, clearly understand and accept absolutely all the problems associated with the process of establishing a corporate culture, since it depends on which activities you will need to implement in order to achieve success.

The process of forming a corporate culture

The main initiators of the process of formation and development of corporate culture should be the top managers of the company, who will subsequently become one of the key "providers" of organizational changes.

The main directions for the development of corporate culture are as follows:

■ formation and implementation of a unified vision of corporate culture in the company;

■ formation of image and brand strategies, development of design elements and implementation of corporate style in the company (possibly with the involvement of external consultants);

■ formation and development business etiquette(corporate behavior) in the company;

■ integration into the process of training and development of propaganda personnel within corporate norms and values, primarily for young people and the personnel reserve;

■ development of tools and methodology of motivational policy;

■ organization and management of performing discipline at all levels of company management;

■ organizing and managing the internal advocacy process;

■ organizing and conducting external PR events, building relationships with the media;

■ design, printing and production of a corporate publication;

■ organization and holding of corporate, festive and cultural events;

■ preserving existing and forming new traditions in the company;

■ participation in charity and sponsorship events.

The key point in the process of forming a corporate culture should be a unified and clear vision of its desired image. The vision is what we must work on, what to pay attention to and, finally, what will be the result of our purposeful actions.

The principles that a vision that has been successfully formed and accepted by management should have are:

■ achievable (feasibility) - the vision is designed in such a way that there are no difficulties with its implementation;

■ clarity - a clear and understandable formulation for all employees of the company, excluding double interpretation and false understanding of the meaning;

■ consistency - the vision is developed in accordance with the company's development strategy and eliminates all kinds of contradictions;

■ openness - the vision of corporate culture is promptly communicated by all heads of departments to the employees of the company.

I would like to draw your attention to another very important aspect. In most companies, the main problem on the way of forming a unified and clear understanding of what culture should be is the lack of unity of the professional language. After talking with managers, the following conclusion suggests itself: by corporate culture, they mean anything, but not what is necessary.

Sometimes the opposite situation develops when, using different terminology, managers end up talking about common expectations and vision. In this regard, it is very important to achieve the unity of the professional language in order to obtain a result.

In the process of corporate culture formalization, it is worth paying special attention to some events.

■ Conducting interviews with top-level managers of the company, as well as with heads of middle-level management units who are directly involved in the formation and development of corporate culture

■ Development and communication of the concept of formalization and development of corporate culture to all employees.

■ Development of documents regulating the company's activities in the field of corporate culture formalization.

The main documents through which managers must consistently inform employees about the process of forming and developing culture in the company can be the "Regulation on corporate culture" and "Code of corporate ethics". The “Regulations” will allow employees to understand the relevance and need for the development of corporate culture, provide an opportunity to understand the main components of the process, delimit the areas of authority and responsibility, and also introduce the system for assessing the effectiveness of the process. The code of corporate ethics will become a kind of set of internal corporate moral norms and rules of conduct prescribed for the company's employees for execution. Successful implementation of this document will increase the attractiveness of the company in the eyes of the external environment and the effectiveness of interpersonal interaction of employees. To make this document "alive" and interesting, it is necessary to conduct a series of trainings and business games for heads of structural divisions. These managers will be one of the main communicators and agents of change in the company, serve as an example of how it is necessary to work in order to achieve success.

During the development and execution of the documentary part of the project, terminology is used that is understandable for absolutely every employee of the company. Any document should be simple, understandable, should exclude a double interpretation of one or another concept of corporate culture, so that after familiarization with it, the employee will have a keen interest and awareness of his involvement in the activities undertaken in this direction.

Speaking about the practical implementation of the documents described above, I would like to give examples of their possible structure.

"Regulation on corporate culture"

The regulations may cover the following aspects of the formation and development of corporate culture.

1. General Provisions.

■ Regulations for development, coordination and approval.

■ Procedure for revision.

■ Basic concepts.

2.Corporate culture in the company.

■ The role of corporate culture in the management system.

■ Vision of corporate culture.

■ Key success factors of corporate culture.

■ Elements of corporate culture.

■ Principles of corporate culture.

■ Functions of corporate culture.

■ Factors influencing the formation of corporate culture.

3. Regulation of formalization and development of corporate culture in the company.

■ The main directions of formalization and development of corporate culture.

■ The procedure for formalizing and developing corporate culture.

■ Departments directly contributing to the development of corporate culture.

■ Documents regulating the main elements of the corporate culture.

4. Assessment of corporate culture in the company (this section regulates the key performance indicators of the implementation of corporate culture, the procedure for assessing the process of its development, the frequency of the assessment).

5. Responsibility (this section should cover the issues of responsibility for compliance with the provisions of the regulations and control of execution).

"Code of Corporate Ethics"

The Code of Corporate Ethics is a document that may contain a different set of sections, since this regulation is an individual reflection of the psychology of a company's business. A special place in it should be occupied by the section regulating the policy of relations with the internal and external environment. So, for example, in order to form effective interpersonal communication there will be appropriate regulation of interactions between colleagues, between managers and subordinates, relationships with business partners in business and customers, as well as a policy of building communications with shareholders.

Of course, the above are the sections recommended for inclusion in the structure of the regulations, however, if managers deem it necessary to further highlight any areas, this will only improve the content of the document and increase the degree of understanding of what is happening by employees, and, consequently, their interest in this direction in company.

"Handbook of the employee"

Another important document that the company should have is the Employee Handbook, which in English means "Employee Handbook". This document is indispensable at various stages and stages of development of both corporate culture and the personnel management system as a whole. This regulation is a kind of "company guide" and is useful not only for beginners, but also for employees who have been successfully working in the company for more than one year. The content and size of the document depend primarily on the goals and objectives set by the company's management. Based on experience, I can say that regulations of this kind are usually quite voluminous. However, despite this, interest in them will only increase if you place in them a lot of useful information and links to its sources. When developing this type of document, the following principles must be observed:

■ selectivity and conciseness - the document should contain only informational links to the main regulations, in which you can find the necessary and relevant information;

■ relevance - the document must contain information that meets the realities existing in the company, with the slightest organizational changes, appropriate changes must be made in a timely manner;

■ employee-oriented - all information is presented in a single professional language, understandable for both top managers of the company and ordinary employees.

In addition to the listed key documents that form the basis of the corporate culture formalization process, there are undoubtedly others, the presence of which can increase the awareness of employees and their understanding of the management system in the company. Such documents can be:

■ "Regulations on strategic goals and objectives";

■ "Regulations on internal PR activities";

■ "Corporate Governance Code";

■ "Regulations on the conduct of corporate, festive and public events";

■ “Regulation on the culture of performance in the company”.

The presence of all the necessary documents in itself is not a guarantee of successful implementation and subsequent development of corporate culture. It is important to remember that this is just the first step towards the successful implementation of the process of formalizing culture, in other words, regulating the main areas of activity.

I would also like to say that the process of regulating corporate culture, as well as its development, is primarily the work of a team of managers who clearly understand and understand absolutely all aspects and problems of what is happening in the company. In other words, it is collegial work and the area of ​​responsibility of many managers. If all the listed regulations are the result of the work of one manager, then we can say with confidence that the project will not be crowned with success. In this regard, in order to improve the efficiency of project implementation in the field of corporate culture, it is necessary to form working groups.

Another successful factor on the way to effective regulation and development of corporate culture is the creation of a committee on corporate culture. Many companies initiate the formation of such an internal corporate body that can be an indicator of those events that are held within the framework of corporate culture. The committee should act as the highest collegial body that coordinates and controls the process of formalization and development of corporate culture. Often, the leadership of this committee is entrusted to the HR director, however, at the same time, the company may reserve the right to elect to this position the manager whom it considers suitable.

The main tasks of the corporate culture committee can be considered the following:

■ developing a vision of the company's corporate culture;

■ setting tasks, monitoring the development of basic regulations and implementing measures to formalize and develop corporate culture, appointing those responsible for the implementation of these measures;

■ assessment of the activities of structural divisions and the company as a whole for the development of corporate culture.

Committee members can be functionally directors or business unit leaders who have the ability to generate culture vision ideas and represent directors at meetings. Committee members may be nominated by the functional directors.

I would like to draw your attention to a few points that should not be forgotten when speaking about the activities of the corporate culture committee. It is important to remember that this functional activity is not the main one for committee members. In other words, their sphere of responsibility is limited by other frameworks, and it is not worth to abuse their attention and time. In this regard, the rules for holding meetings should be clearly formed and debugged. Meetings are convened by the chairman of the committee as needed, but at least once a quarter. To avoid "stormy" and unconstructive discussions during meetings, you should familiarize all members of the corporate culture committee in advance with all the necessary information and materials for preliminary acquaintance and discussion. This should be done at least two weeks before the day of the meeting. The preparation of materials for committee meetings, as the author's successful practice shows, should be carried out by structural divisions of the company, each of which is assigned certain areas of corporate culture.

Before moving on to discuss the most interesting stage in the implementation of corporate culture - the procedure for organizational change - let's summarize and combine all of the above into some kind of action plan.

So, we can highlight the main stages of the process of forming the desired model of corporate culture.

1. Diagnostics of an already formed corporate culture, internal corporate values, behavioral attitudes and communications with the aim of subsequently determining the differences between existing and desired models and vision of corporate culture.

2. Determination of the strategic direction of the corporate culture and the company's ability to support changes, identification of "pitfalls" and development of ways to eliminate these problems.

3. Regulation of corporate culture and its main elements.

4. Development and implementation of internal corporate events aimed at the formation, development and consolidation of the declared values ​​and behavioral norms of the company's employees.

5. Evaluation of the effectiveness (success) of introducing the desired model of corporate culture and making the necessary adjustments to the program of organizational changes.

Organizational change program in the company

Finally, we come to a discussion of those aspects of implementing organizational change that raise many questions for most managers.

■ What should an organizational change program look like?

■ Who should develop and implement it?

■ Who are the agents of change, what competencies do they need to have in order to be successful?

Any organizational change, as well as a change in behavioral attitudes in general in the company, requires the development of a kind of universal program, which, in turn, will act as a key tool in the implementation of any organizational change. The main goal of this program is to develop an algorithm for introducing corporate changes. The result of the implementation should be a clear and adequate perception by employees of what is happening in the company, and, consequently, the formation of an internal corporate climate that supports the ongoing changes.

The object of organizational changes is personnel, but let's talk in more detail about the subjects, the so-called "providers". Leaders of three types can be “providers” of organizational change:

■ top managers, in other words, directors of various functional areas of the company;

■ line management;

■ informal leaders.

Each of the above types of audience has its own sphere of influence and its main functions when introducing changes. Let us briefly dwell on the key functions.

One of the most influential and significant groups is, of course, top managers. They are some kind of ideological leaders and are responsible for the effectiveness of the company as a whole, but they have a limited direct impact on the course of events. Top managers are kind of legislators "Vectors of movement" of changes, ideological trends and trends. This type of leader has all the tools, but the work of top managers is rather strategic in nature, and consists, firstly, in setting strategic objectives within the project, distribution of responsibilities, rights and powers, and secondly, in assessing the implementation of activities and the degree involvement in this process of all divisions of the company, and thirdly, in the subsequent initiation of new projects. A very important role is played by the image of a top-level manager, his style of behavior and manner of communication, and most importantly the degree of trust that he causes. Often in companies, situations may arise when the CEO, for example, enjoys a high degree of trust and understanding among the entire team of the company, but it is important that this does not border on the “personality cult”. This aspect, when implementing an organizational change program, can serve as an effective tool for influencing the behavioral indicators of employees.

Line managers can be called "leaders by duty." They have the authority to independently determine how work is organized and carried out within their area of ​​responsibility. Among the main functions of line managers are the following:

■ full information about changes in their subdivisions;

■ organization of meetings, meetings;

■ tracking the progress of the project in its subdivision;

■ prompt response to any negative reaction caused by the introduced changes;

■ control over the timing of the project stages;

■ timely interaction with top managers;

■ working with informal leaders.

Line managers, according to the author, most involved in the process of organizational change in terms of operational activities. Line managers perform painstaking and sometimes the most difficult work, since they are the ones who bear the organizational and functional responsibility for everything that happens during the project implementation.

And finally, informal leaders or opinion leaders (relayers of ideas). This is a very important group of employees because it has a special status among colleagues. Informal leaders are psychologically and emotionally closer to the whole team. They pursue goals within the framework of organizational change, based only on the voluntary manifestation of a desire to contribute to the implementation of innovations. These employees carry out their activities with the understanding and awareness of the fact that their overall success depends on their individual contributions. It is very difficult to find such people in the company, however, having identified them, it is necessary in every possible way to stir up their interest in further cooperation, since their sphere of influence can be much wider than it seems at first glance.

All functional activities of absolutely every "change leader" to one degree or another are aimed at identifying and analyzing possible reasons for resistance to organizational reforms on the part of staff.

The classification of the causes of resistance is based on the source of their origin. They are caused by a lack of understanding of the upcoming changes, fear of a possible inconsistency of the skills of employees with new requirements and working conditions. These reasons are due to the warehouse of a person's personality, his psychology.

Some of the most common organizational reasons for resistance include:

■ fear of inability to adapt to new working conditions;

■ fear of dismissal;

■ fear of a possible change in the level of responsibility;

■ violation of the established rules of the labor process.

Speaking about the personal reasons for resistance, it is necessary to highlight, of course, the following:

■ fear of the unknown;

■ lack of conviction in the need for change ("It works the same way ...");

■ violation of established traditions and relationships;

■ selfishness and individual rejection.

Possibility and degree of influence on data groups of reasons are different: the process of neutralizing personal reasons is more complex and time-consuming, because the personality is subject to change, and the change itself is aimed at correcting a person's internal motivation, which determines his behavior and attitude to what is happening. When neutralizing the same managerial reasons it is enough to identify and remove an external source in order to change the employee's behavior.

Identifying the root causes of resistance to organizational change is fundamental to choosing the right change implementation strategy.

Identifying the causes of resistance can be approached from two sides: assessing the attitude of staff to change, i.e. his willingness to change, or assess the resistance to specific change against the background of a positive attitude towards the issue of long-term change.

The process of forming a general picture of staff readiness for change will lead us to a basic statement about potential readiness / unavailability with the presence of many unknown factors.

The most informative at the implementation stage will be the data obtained as a result of studying the reasons for resistance to a specific change.

There are two ways to identify a set of root causes.

1. Personnel questioning at the stage of active implementation of changes.

2. Prediction of possible causes of resistance in a detailed analysis of the introduced change.

Let's summarize

"Providers" of changes are leaders of three types, to whom the basic functional responsibilities and their spheres of influence are delimited.

The object of organizational changes is all personnel, who, upon completion of the project, must clearly and adequately perceive everything that is happening in internal environment companies. The second result of the project is the formation of such an internal corporate climate that would support not only those already introduced, but also all subsequent ones. organizational changes.

Assessment of the degree of readiness of personnel to change is based on identifying the real and / or potential reasons for the resistance of employees to any, even the most insignificant, changes, as well as on recommendations for their (reasons) elimination.

The division of personnel into socio-psychological types, the use of the proposed methods of correcting behavior of each type and strategies for overcoming personnel resistance help the "change leader" to quickly choose the optimal tactics of influencing employees, which helps to minimize the negative consequences arising from the introduction of organizational changes, as well as to reduce the time implementation.

Adequate understanding by leaders of all aspects of the process and comprehensive use of organizational change tools leads to a relatively quick and "painless" implementation of any innovation in the company.

No organizational change can be effectively implemented without clear and systematic communication support. In this regard, in the process of introducing corporate changes, the author recommends developing an addition to the organizational change program - a communications program.

Your future communications program should define the basic approaches and principles

communications within the framework of the introduction and development of elements of corporate culture. The goal of this program is to declare uniform principles and rules of work in the process of communication support at all stages of introducing corporate culture.

Communication is considered by the author as the main tool for the formation and development of corporate culture through the impact on the consciousness of employees and the formation of the only correct idea about the corporate culture of the company.

Among key principles I would like to highlight the following communication support.

1. The efficiency of communications - the speed of their implementation.

2. Quality - the communication process must be clearly and logically structured, the perception of communication must be correct in order to avoid any distortion of information.

3. Relevance - communications should be carried out at a specified moment, carry exactly the information that is most important for a given period of time. Also, the principle of the relevance of communication support includes timely response to problems and their subsequent solution.

4. Efficiency - the communication process should be built in such a way that as little effort and resources as possible are spent on its implementation.

5. Purposefulness - targeted use of financing.

6. Honesty and openness - communications must reflect accurate information.

7. Systematic - communications must be continuous and carried out according to a certain plan.

8. Target focus - the communication process should be designed for each audience (target group).

9. Two-way communication - communications should go both "top down" and "bottom up".

The choice of communication tools directly affects the efficiency of the communication process as a whole. When analyzing tools for their applicability, it is necessary to determine:

■ target groups;

■ communication goals of each of the groups;

■ the need of each target group for information.

Common communication tools include:

■ internal corporate printed edition;

■ corporate radio;

■ Internet;

■ corporate television;

■ corporate events and holidays;

■ targeted training programs.

The communication process involves financial resources (which are used as needed), human, as well as temporary. In the course of communications, it is necessary to clearly determine whether the communication process requires costs, in what volumes and at what stages, who and in what is involved, as well as the timing of its implementation.

Having identified the principles, resources and tools for communication support, of course, you need to determine the target groups. When planning the communication process within the framework of the formation and development of corporate culture, it is necessary to divide all company personnel into groups, taking into account communication goals, since information is transmitted unevenly depending on the status of employees and the corresponding needs of each group. The main target groups in the company include, of course, top management (directors of functional areas), heads of structural divisions, managers and specialists, the trade union (if there is such a body), as well as the external environment of the company - the labor market.

Providing communication support aimed at certain target audience, it is necessary to remember what kind of reaction to these communications you should get and with the help of which employees will be able to show it. The most common organizational feedback tools are:

■ telephone - at a specific number allocated for sending suggestions and wishes, each employee of the company can ask a question or comment regarding the communication process.

■ poll - conducting a selective opinion poll using a telephone, corporate publication and Email employees of structural divisions.

■ boxes - use of information boxes to collect suggestions, wishes, questions.

■ personal reception - carrying out explanatory work by the main persons involved in ongoing communications.

Indicators of success in implementing organizational change

The implementation of various internal corporate changes should be completed with an assessment of their effectiveness. Key success factors are indicators of the effectiveness of the process of introducing and implementing the desired image of corporate culture in the company, and hence of positive organizational changes.

The target groups that are the objects of the main influence of the corporate culture are:

■ internal environment - shareholders, top management (top management), company employees;

■ external environment - clients and business partners.

The key success factors for shareholders will be to maximize their income, for top management - the unity of goals and objectives, a transparent and understandable system of decision-making and reporting, as well as a clear statement of the will of shareholders in incentives.

For the external environment (customers and business partners) - optimization of the service system, long-term and transparency of relations, since a clearly developed interaction regulation will allow achieving a high degree of mutual understanding, as well as reducing the percentage of conflict situations affecting the interests of both parties.

The main indicator of the effectiveness of work in the direction of the development of corporate culture will be the change in the organizational behavior of employees: the manner of communication, interaction and thinking. The corporate culture should become an “emotional dope” for every employee and maintain a healthy climate in the company. What is a healthy climate in our understanding? This is a developed mentality and high moral qualities of employees, emotional and physical well-being.

people working in a close-knit team, dedication to a common cause, increased internal motivation and, as a result, increased labor productivity. This is participation in the creation and implementation of opportunities for unlocking the individual potential of each employee and, finally, the formation and development of existing and new traditions, personal desires of employees to "storm the unknown distance" together, work for the good of the company and celebrate well-deserved victories together with the company.

In conclusion, I would like to say that every employee is a bearer of corporate culture. I have tried to draw your attention to the fact that the success of the company will depend on the desire and desire of the management team to reach their peak of excellence. Every employee can and should build a corporate culture. Only by starting with ourselves, we will be able to talk about the effectiveness of changes and the results of the company as a whole.

GLOSSARY

Corporate culture- the system of internal corporate rules and principles of interpersonal interaction between employees, as well as the established culture of relationships with customers and business partners.

Vision of corporate culture- a vivid image of the future of the company and the employee in this company, of what he should be, what idea to carry in himself, what qualities to possess, how to behave and how to appear before the external environment; what he must do to lead the company to unconditional leadership. Key success factors are indicators of the success and effectiveness of the process of introducing and developing corporate culture in the company.

Elements of corporate culture- value benchmarks corporate culture, which were formed in the process of formation and development of the company.

Principles of corporate culture- the principles that the company adheres to and in accordance with which it builds its relations with the staff.

Corporate culture means- tools and methods for maintaining and developing corporate culture in the company. The company's values ​​are the norms of behavior, ideas and philosophy that the company adheres to in its activities. Corporate events are events that reflect and support the core values ​​of the company in the minds of employees; such events are aimed at the development of corporate culture.

Shmakova Ekaterina Dmitrievna - Chief Expert of the Department of Corporate Culture and Social Relations of SIBUR Holding (Moscow)

MANAGEMENT TODAY magazine ■ 04 (46) 2008

The phenomenon of organizational culture has always existed, regardless of whether its carriers were aware of it or not. The most important control feature modern company as a social system is a continuous search for a productive compromise between the interests of the enterprise and the interests of a person. The formation of regulations or business rules should be complemented by the formation of the willingness of staff to accept and implement them. This is objectively related to the processes taking place in a civilized society.

In Russia, in the absence of large investments in industry and fierce competition with Western companies, the possibilities for increasing efficiency are associated with the search for new resources within the company. The transformations that are taking place today in Russia are not so much the transformation of the economy as the transformation of the type of culture that exists in society. The urgency of this problem is obvious in the modern Russian conditions of the functioning of organizations. Without changing the existing corporate culture in enterprises with old values, such as discipline, obedience, hierarchy and power, it is often impossible to create a new management system with different values ​​- participation, personal disclosure and an individual approach to the personality of an employee, creative thinking, in a word, the possession of which is considered a critical requirement for organizations of the 21st century. In Russia, such a concept as corporate culture appeared only at the end of the 20th century. Many managers have very little idea of ​​the essence of such an important component of any organization.

Corporate culture and its impact on the activities of the organization

Within the framework of organizations, the concept of "corporate culture" has arisen, which, like many other terms of organizational and legal disciplines, does not have a single interpretation. Here are the most complete definition given by V.A. Spivak Corporate culture is a system of material and spiritual values, manifestations that interact with each other, inherent in a given corporation, reflecting its individuality and the perception of oneself and others in the social and material environment, manifested in behavior, interaction, perception of oneself and the environment.

Abramova S.G. and Kostenchuk I.A. propose the following classification by which they distinguish different types of corporate culture (Fig. 1):

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 - lack of clear ideas about optimal, acceptable and unacceptable behavior, as well as fluctuations in the social and psychological status of workers.

Fig. 1 Classification of types of corporate culture

2) integrative (high degree of conformity) and disintegrative (low degree of conformity) cultures are distinguished according to the degree of correspondence between the hierarchy of personal values ​​of each employee and the hierarchical system of intragroup values. An integrative culture is characterized by the unity of public opinion and intragroup cohesion. Disintegrative - lack of common public opinion, disunity and conflict.

3) according to the content of the values ​​prevailing in the organization, personality-oriented and function-oriented cultures are distinguished. Personality-oriented culture fixes 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 behaviors determined by the status of the 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.

When studying the corporate type of culture, as well as when forming and maintaining a certain type of culture, it should be taken into account that each culture has its own structure.

Taking the model proposed by E. Shein as a basis, we will consider corporate culture at three levels, in the metaphor of the “Tree” (Fig. 2). The first, most obvious surface level of culture is the “crown”, the so-called artifacts. At this level, a person is faced with 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, ceremonies and rituals. In other words, the “external” level of culture gives a person the opportunity to feel, see and hear what conditions in the organization are created 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.

Fig. 2 Culture levels

The next, deeper, level of corporate culture is the "trunk", i.e. proclaimed values. This is the level, the study of which makes it clear why the organization has 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 the workers.

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

In addition to the above, 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, and accepted norms of communication. They are the foundation of a management culture characterized by leadership styles, problem-solving techniques, and leadership behavior. Objective elements reflect the material side of the organization's life. These are, for example, symbols, colors, convenience and interior design, the appearance of buildings, equipment, furniture, etc.

Culture as a whole is elusive. It is usually produced in the process human activity and, in turn, affects it.

There are two ways in which corporate culture influences organizational life. First, culture and behavior mutually influence each other. Second, culture influences not only what people do, but also how they do it. There are different approaches to identifying a set of variables through which the influence of culture on an organization is monitored. Typically, these variables are the basis of questionnaires and questionnaires that are used to describe the culture of an organization.

Consider the most practical, in relation to the effectiveness of the organization, approach to corporate culture. From the point of view of a business owner, the value of corporate culture is determined by its contribution to the achievement of the fundamental purpose of the business - to maximize shareholder wealth and company value. Accordingly, the fundamental goal of any business is to create wealth for its owners. Everything else, including organizational culture, is just a means to achieve this goal. Consequently, the fundamental goal of managing and applying a corporate culture is to maximize the value created as a result of the introduction and development of a corporate culture.

Why is a strong and effective corporate culture so important from the point of view of the owner of the company? This is due to the fact that the business environment is changing so quickly that even ordinary executives have to constantly make decisions. there is no time to get acquainted with the situation, make decisions and bring them to the performers. Corporate plans, procedures and standards become obsolete too quickly. To serve as effective instructions “for all occasions”. Therefore, the only firm and unchanging support for decision-making in the company at all levels of management is precisely the corporate culture, i.e. the system of the most general and stable values ​​and goals, principles and rules of conduct. Therefore, the presence of a strong and stable, but also flexible corporate culture, adequate to the rapidly changing environment, is one of the most important factors for the survival and success of Russian business in the coming century, as well as one of the most important competitive advantages. Consequently, the formation and strengthening of corporate culture should become an integral part of the strategic and operational management business and constantly be in the field of vision of the top management of the company.

There are two main directions of the methodology for the formation of organizational culture:

1 - search for the values ​​of a successful organizational culture that best suits the following factors: organizational technology, the capabilities and limitations of the organization's external environment, the level of professionalism of the staff and the peculiarities of the national mentality;

2 - consolidation of the identified values ​​of the organizational culture at the level of the organization's personnel.

In this case, if the first direction of the formation of the organization's culture belongs to the sphere of strategic developments, during which organizational values ​​are identified, to the maximum extent corresponding to the goals of organizational development and the characteristics of the organization's personnel, then the second block of tasks refers to tactical management, which develops a system of specific measures and procedures. to strengthen the values ​​identified in the first stage.

Both stages are interrelated and interdependent: the depth of commitment to them, supported by the measures of the second stage, will depend on how correctly the organizational values ​​are defined and formulated at the first stage. Conversely, the correctness, consistency and systematic nature of specific measures to maintain organizational culture will ultimately determine its strength (breadth of coverage).

The measures for the implementation of 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 the organization's management; identification of staff capabilities and limitations; determination of the main technological capabilities and capabilities of the external environment.

The sought-after cultural values, 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 the key figures or creators of the organizational culture, who are called upon to form the necessary organizational values ​​of the culture.

The process of shaping organizational values ​​is tied to the life cycle of the organization. At the first stage of creating an organization - the organization is at the stage of formation, the product life cycle is being formed. At this stage, all the morals, customs, basic style of activity, as well as the success or failure of the organization, subsequently adopted in the organization, are laid by its founders. They see the mission of the organization, and what kind of organization should ideally be. In their activities, they are guided by the previous experience of creating an organization and its cultural property. Summary the process of forming values ​​in the organization at various stages of its life cycle presented in table 1.

Initially small size, usually typical of a new organization,
allows founders to impose their views on its members. When proposing a new idea, the founders are guided by certain personal prejudices about its practical implementation. Thus, organizational culture is the result of interaction, on the one hand, personal assumptions and prejudices of its founders, and on the other, the experience of the first employees of the organization.

Once established, in the growth and slowdown stages, culture is supported by the organization's existing customs and procedures that shape the experience of the staff. Many HR procedures reinforce organizational culture. These include: selection process, performance evaluation criteria, reward system, training and career management, promotion. All of these procedures are aimed at maintaining those who fit a given organizational culture and punishing those who do not fit it, up to and including firing.

Table 1. Summary of the process of forming values ​​in the organization.

one . Stage of creation

2. Growth stage

3. Stage of growth retardation

4. Stage of maturity

5. Stage of new growth

Philosophy of the founders of the company; top management activities

Reinforcing shared values ​​with heroes and symbols

Formalization of selection criteria and methods of personnel socialization

The integrative role of shared values ​​in organizational culture

The commitment of staff to the values ​​of professionalism, innovation and loyalty to the company as the basis for overcoming the crisis

Before embarking on the formation or change of corporate culture, it is necessary to study the culture already “available”, to determine its advantages and disadvantages and answer two questions:

1) What is today's organizational culture?

2) What should be the organizational culture so that it supports the developed organizational development strategy?

There are several methods for studying an existing culture. These include interviews, indirect methods, a questionnaire survey, the study of oral folklore, the analysis of documents, the study of the rules and traditions prevailing in the organization, as well as the study of management practices.

The most practical is the process of implementing strategic changes, which, according to Kurt Lewin, consists of three stages: defrosting, moving, freezing.

Unfreezing consists in the fact that as a result of a three-hour diagnostic meeting, everyone, both the head of the company - the Leader, and the management team - the Leadership group, and the personnel - the Team must realize their own considerations and assumptions of the organization, identify the coincidences and differences in the vision of the internal reality. In other words, the purpose of such diagnostics is to reveal the daily practice of the organization, to identify the valid norms and unwritten laws, to reveal what ideas, beliefs, determine the daily work, the way of action, the way of making decisions in the management team. At this stage, certain questions need to be raised and resolved.

Movement is the practical implementation of changes, the introduction of a new culture through a change in the way of action and behavior, which, in fact, means working with the Leader, Leadership group and the Team, changing the way of action in practice during real work on specific problems of the company during seminars-meetings.

Freezing is the assessment and protection of the process of change, so that there is no “sliding” to previous positions. This requires the fixation of the adopted and agreed decisions in administrative documents, regulations, standards and the consolidation of new behavior, new management methods.

Let's consider the corporate culture on the example of the Autonomous Non-Profit Organization of the Sanatorium and Resort Association "Union resorts and health resorts".

The goals of the organization are the development of sanatorium and resort complexes of the Russian Federation, the formation of priority directions for the development of domestic tourism and recreation.

The association works on direct contracts with resorts and health resorts and can offer any option for recreation and treatment at any time of the year. The level of quality of services allowed the association to acquire regular customers, including regional social insurance funds, large banks and enterprises of various sectors of the national economy, as well as the Committee for Social Protection of the Population of Moscow.

The main direction of tourism in which the organization is engaged is domestic tourism, therefore, the main competitors of the association are travel companies that provide services for organizing recreation in Russia. However, most of them do not have direct contracts with sanatoriums and cannot sell spa vouchers at the prices of resorts.

A diagram of the organizational structure of the association is shown in Figure 4.

Rice. 4 Organizational structure of ANO NKO "Union resorts and health resorts"

The study of the corporate culture of ANO NKO "Union resorts and health resorts" was carried out by the method of questionnaires. All 19 employees of the organization were interviewed, the respondents answered the questionnaires in the presence of the interviewer.

are the leaders of their groups, moreover, often, both formal and informal;

strive to maintain a high rhythm of work, encourage an increase in the productivity of workers and at the same time, they themselves work a lot and constantly decide to work overtime;

in conflict situations, act as mediators, represent the group in its relations with the outside world and act on behalf of the group at meetings;

make their own final decisions about the course of action and periodically refuse to explain their actions;

independently draw up a work plan and act without consulting the group;

make changes and encourage the group to work harder;

give employees specific tasks.

At the same time, all managers noted that:

do not like to give freedom of action to their subordinates;

do not welcome critical thinking of employees and do not tolerate slow execution of tasks;

rarely give the group the right to put forward initiative proposals and determine the individual rhythm of work;

never delegate their authority to employees.

The leadership style of an organization can be defined as formalized and structured, characterized by authoritarianism and very little democracy in management. Leaders are focused, first of all, on the performance of work and do not take into account the influence of the human factor on the activities of the entire organization. This style of leadership cannot but create certain difficulties within the organization itself, as evidenced by the frequent cases of non-compliance with the orders of the leadership (according to the leaders themselves), the strong pressure exerted on employees in case of disciplinary violations and leads to the ineffective functioning of all departments and the inconsistency of the organizational culture with the desired results.

Since all three leaders of the association are women, the author has made the assumption that the corporate culture in the organization is of a “female” type. However, based on the analysis of the questionnaires and personal observations, the author came to the opposite opinion, i.e. that the organizational culture in an association of the “male” type, namely, is characterized by authoritarianism and one-man command in making managerial decisions, exercising constant control and supervision.

When studying the process of selection and hiring of new employees in the association, the author identified the pattern shown in Figure 5. After analyzing the diagram shown in Figure 5, we can conclude that the organization wants to see employees, first of all, “their people”. The author noted that managers tend to hire employees precisely on the recommendation of acquaintances and friends, since they trust their assessments of the candidate's professionalism more than the opinion of recruiting agencies and the applicant himself. In addition, it was noticed the desire of managers to establish trusting relationships with some employees of the departments, to obtain information about the situation within the department.

Rice. 5 Sources of employment in ANO NKO "Union resorts and health resorts".

The author concluded that at least half of the employees are not satisfied with their work and do not receive sufficient feedback. Also, only 47% indicated that the job gives them self-esteem and 73%, (i.e. the majority of employees), feel the need for additional training. In addition, it turned out that mutual exactingness (57%), discipline (63%) and strict regulation of work (78%) are developed in the organization's team. At the same time, among employees, mutual assistance (47%), mutual responsibility (26%), consistency in actions (42%) and attachment to the organization (57%) are at a low level.

Employees indicated that the factors that hinder them in their work are unclear role and information overload (63%), a large amount of work (68%), lack of understanding from colleagues (57%), excessive criticality of management (63%) and colleagues ( 68%), constant supervision and control (84%).

When assessing the socio-psychological climate in the ANO NKO "Union resorts and health resorts", based on the data of the questionnaires and personal observation, the author noted the following negative points:

“old people” and newcomers stand out in the team, which indicates a poor elaboration of the process of socialization of new workers;

47% of employees believe that their work is often assessed on the basis of emotions and superficial observations, many noted that they do not know by what criteria their work is assessed;

57% of employees noted that conflicts arise most often because of little things;

in case of failure, there is an active search for the guilty and, often, the first to know about the mistake made are the management and colleagues, and not the employee himself;

access to information depends on the position of the employee in the eyes of management;

the “egoism” of the group begins to manifest itself; inconsistency in the actions of units and "pulling the blanket over themselves";

36% of employees sometimes do not refer to the decisions they have made and say about the leadership “these are up there”;

26% of employees noticed that they manage to calmly do their work only after the end of the working day - this indicates either a heavy workload or an irrational distribution of working time;

52% of employees noted that managers do not build management on a collegial basis, but on the principle of "order-subordination";

42% said that it is often difficult to come up with new ideas for improving performance, some employees cannot apply what they were taught;

15% noted that being successful at work is rare;

21% of employees try to insure themselves by writing memoranda, etc.

Although these phenomena are not all expressed to a strong degree, and some are of an isolated nature, it is necessary to take appropriate measures so that they do not acquire a crisis character.

According to the classification proposed by Abramova S.G. and Kostenchuk I.A., the corporate culture of ANO NKO "Union resorts and health resorts" can be defined as:

Unstable - due to the lack of predetermined norms of behavior and the concept of adequate behavior of employees.

Disintegrative - due to the lack of common public opinion and conflict among employees.

Functionally oriented - due to the implementation of work and behavior patterns, based on the status of the employee. I would like to note that each employee in his activities proceeds from personal beliefs about how to behave in the organization - due to the lack of specified, optimal behavior models.

Negative - due to the lack of clearly defined rules and procedures, as well as other elements of the corporate culture that have a negative impact on the activities of the organization as a whole.

When examining the values ​​of the organization, the following factors were noted:

only 31% of employees recognized customer satisfaction as a work goal;

analysis of internal relationships gave the following indicators - lack of managerial support (68%) and understanding from colleagues (57%), slow career(52%), low quality standards (47%), lack of rhythm in work (57%);

not too high level of discipline (63%); promotion of initiative employees was noted by only 26%.

When asked about the existing disagreements, all employees noted their low participation in the creation of a tourism product, rejection of initiative proposals and innovative methods by the management, disagreements between employees on how to perform a particular function. The employees named the reasons for such disagreements as the fear of management and some employees to take a certain risk, the impossibility of carrying out independent actions without the knowledge of the management, and, again, limited powers.

When asked about the orientation of the organization in time, employees noted that the organization is more focused on the present, i.e. what is happening here and now. This is confirmed by the lack of any clear plan of action for the near future, let alone planning, as well as the maximum focus of management on serving existing large clients and focus on the implementation of financial and economic activities.

Employees noted that when completing assignments, they are absolutely not time-oriented. When ordering, management often does not specify a timeline for completing a task. Proceeding from this, the employees noted that this situation does not stimulate them to quickly perform their functions, which often leads to delays, delays in solving problems and even, which is very important, makes it difficult to service customers.

In the course of the interviews, the employees acknowledged the fact that their creative and work potential was poorly used and that it was difficult to promote their ideas. It was noted by middle managers that the qualifications of some employees did not meet the requirements for them by the position. At the same time, the employees expressed the opinion that some of the managers are incompetent in some issues and they have to secretly change the solution to this or that problem. As you can see, there is a situation when management and employees confront each other, form two different teams, often inconsistent in their actions, which inevitably leads to low efficiency of the association.

When asked about cooperation, the employees noticed that the relationship in the association is built on the basis of a rigid hierarchy. It can be difficult to seek advice from the management, it is considered necessary to comply with all the formalities of reception and conversation of an employee with one of the top managers. There was also a low level of employee involvement in joint problem solving of some colleagues. Each employee strives to independently achieve the goal and stand out in front of the management.

Figure 6 shows the opinion of employees about the type of existing in the organization

corporate culture.

Rice. 6 Profile of the preferred organizational culture of ANO NKO "Union resorts and health resorts" (based on the results of a survey of employees).

Figure 7 shows the profile of the corporate culture, which, according to the author, can achieve the greatest success in the tourism sector. As you can see from Figure 7, the corporate culture of an “ideal” company in a given industry should be, first of all, market-oriented. Clan and adhocratic cultures should also be quite strongly expressed. Least of all should be expressed the bureaucratic component of culture.

Rice. 7 Profile of the corporate culture of the "ideal" organization.

Based on the conducted research, it is possible to list those changes, the implementation of which, in the opinion of the author, is necessary.

First, you need to create a mission statement and define the objectives of the organization.

Lack of understanding of their work, their place in the organization by employees and even managers requires the creation of a document that would contain the main strategic goals of the organization. It is very important not only to formulate the objectives and mission of the organization, but also to bring them to the attention of each employee.

Secondly, it is necessary to decentralize management - delegating large powers to department heads.

To increase the level of responsibility and awareness of middle managers, their greater involvement in the management process, it is necessary to introduce decentralization of management.

Thirdly, a bonus bonus system for employees should be introduced.

All employees must realize that adherence to the values ​​and norms of the implemented corporate culture is reflected in the level of wages. Realizing this fact, employees will see it not as a boring set of rules, but as a convenient system of relationships in the organization.

Fourth, it is necessary to create a technology for the selection and adaptation of personnel.

When forming an organizational culture, it is very important that new employees recruited into the organization meet not only professional qualities for the relevant position, but also for loyalty to the culture of the organization.

Fifth, it is necessary to organize training sessions for managers to increase the level of competence of managers in matters practical management organization.

However, when performing all of the above activities, it should be understood that the main factor in the successful formation of the organizational culture of ANO NKO "Union resorts and health resorts" is direct participation top management in the changes being made.

Conclusion.

The corporate culture performs the functions of internal integration and external adaptation of the organization. It defines and integrates the mission, goals and strategy of the organization. Thanks to the corporate culture, the organization develops a common language, rules of conduct, reward and punishment systems, and provides closer communication between employees - the basic premises and theoretical provisions from which a particular person starts.

Bibliography.

Dugina O. Corporate culture and organizational changes // Personnel management. -2000 - No. 12

Cameron K., Quinn R. Diagnostics and organizational culture change. Translated from English. - St. Petersburg: Peter, 2001 .-- 100 p.

Spivak V.A. Corporate culture: theory and practice. - St. Petersburg: Peter, 2001 -13 p.

Shane E. Organizational culture and leadership. - St. Petersburg: Peter, 2002 - 36 p.

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In this article you will read

• What is corporate culture
• Corporate culture formation rules
• How to communicate the values ​​of the company to subordinates
• Why the corporate spirit is dying

Many businessmen were faced with a situation when, when acquiring a profitable business, they invested heavily in the company and planned to get stable income, but almost all employees made the decision to quit and left the company. It would seem that they are provided with a motivation package and a good salary, but their decision does not change. For all its paradox, such situations are quite real - which will be confirmed by the experience of Euroset. The company acquired a network of communication salons "USSR" - and everything seemed perfect. After all, before the network worked smoothly, there should have been no problems. However, in practice, everything was completely different - the employees were informed about the prospect of working in one of the leaders of the European market, they were promised stable salaries, career growth and relevant motivational programs. But we still faced serious mistrust on the part of employees. As a result, out of 250 employees, about 230 left in 2 weeks.

To avoid a serious shortage of employees, the management of the Euroset company had to urgently transfer more than 200 people to Voronezh to work in the branch of the network. It took about 3 months to stabilize the situation. The reason for this situation is in the drastic changes in corporate culture /

When it is required to formalize the corporate culture of the company

If the formation of corporate culture was originally built on an informal principle (from the category of "do as I do"), then over time, with the expansion of the company, it will erode. New employees appear, so the leader can no longer influence everyone by personal example. Instead of the director's personal example, various unwritten rules, stories, corporate traditions and anecdotes appear. During this period, it is necessary to formalize the corporate culture.

Practitioner tells Alexander Reznik, With the development of the company, it becomes necessary to structure all corporate processes including personnel management. Top managers and HR specialists should help the CEO in this matter. The leader is required to form such a management team, with inspiration for work and the setting of strategic objectives. In a growing company, an increase in the distance between management and employees is required. Of course, the hardest part to succumb to such changes is long-term employees - one colleague becomes the boss, the other remains subordinate. There may be dissatisfaction among the old employees, but the new employees quickly accept the established rules of the game with respect to the given distance. And the old, established culture is being destroyed. Old and new teams appear in the team - the CEO must choose which of the groups to work with, or take appropriate measures to unite them. Only a single goal will allow to unite the team. The CEO will have to create this goal and communicate it to his employees.

Alexander Verenkov, Deputy General Director of BDO Unicon CJSC, Moscow The most solid system of values ​​is considered to be based on leadership. Indeed, in such a system, authority, visibility and administrative support are combined. Leadership becomes a key aspect in the formation of a positive social and psychological atmosphere. But will such a system be able to transform and develop in the future in the context of the rapid growth of the industry? Hardly. In our practice, there was a situation when many employees began to leave the organization with an excellent corporate culture. The frequent change of foreign partners simply did not suit them - each of them quickly destroyed a lot, but simply did not have time to create a new one.

What measures should be abandoned when forming a corporate culture

1. Administrative controls. With the introduction of a system of fines, control over an employee and other intimidating measures. As a result, business is built on certain conditioned reflexes, the main place is given to the cult of power. With all the minimal bureaucracy, this approach presupposes many factors of emotionality and subjectivity in decision-making. Usually there is a problem of insufficient training of middle managers, with a high turnover of staff and arbitrary appointment of managers. In the work of such companies, statements about informal values ​​and collectivism are often heard. In fact, the values ​​in the company are characterized by subjectivity, interpreted each time in the most convenient way. All attempts to form a corporate culture are unsuccessful. Interestingly, the weakening of the center leads to destructive consequences for the company - the normal operation of the system is disrupted. The search for a new center of power does not bring results. The company stagnates or breaks down, or faces serious repercussions when recovering from a crisis.
2. Appointment of employees who are responsible for the creation and integration of the corporate culture. Often, entire departments are formed, whose employees begin to clearly define the term "corporate culture" with the development of its principles. The developed principles of corporate culture are indicated in official documents... But the implementation of such measures faces serious obstacles. With insufficient understanding of this subject, the measures of employees are limited to the creation of a pseudo-culture that will not be fully perceived by the team. After some time, you just have to completely reduce or restructure this business, and the idea of ​​creating a corporate culture is abandoned for a long time.
3. Involvement of external specialists who will solve the internal problems of the company. Realizing the shortcomings of the corporate culture, but without understanding how to compensate for them, the CEO begins to attract external consultants. But even a great ideologue cannot set up an ideal corporate culture. After all, it will build its principles on its own ideas, which may radically differ from the opinion of the general director. Correcting mistakes in the formation of a mission or ideology turns out to be a rather lengthy and difficult process with a not always predictable result.

This is the CEO speaking

Alexander Reznik, General Director of Trial Market LLC, Moscow

Changes in the formation of corporate culture are a rather delicate task for which an HR specialist is needed. You can't just appoint someone responsible for shaping the corporate culture, it's just that the boss and the thought leader cannot use the same concept. The leading role should be placed on the shoulders of a top manager who will be able to “charge” his subordinates. This task is not just an administrator. He should be an integrator in relationships and an entrepreneur in his spirit. This role at the stage of formation of the company is assumed by the owner. In the future, this can be done by the CEO, who shares the values ​​of the business owner.

As CEO, I consider it necessary to assess the microclimate in the team. If a company has 100-200 employees, they all remain in sight - the peculiarities of communication between people, their conflicts, who are being listened to will be noticeable. To apply formalized tools with personnel, the company needs to reach a certain level. Our company has at least 100 employees. Although this amount is individual, it depends on the business. In my opinion, some companies require a clear definition of just 20 employees. The main condition is to preserve the entrepreneurial spirit in the company.

Summing up, I can talk about the development of the company's corporate culture at each stage according to its own laws. With a larger company, there should be a more formalized and structured work with it.

Formation of corporate culture in the organization step by step

The role of the CEO in shaping the corporate culture

The CEO and founders of the company should act as the ideologist and bearer of corporate culture. In my opinion, this method of forming a corporate culture and preserving the corporate spirit is the most effective and natural.

Fundamental principles of corporate culture formation

Freedom. Every person is characterized by dreams of freedom and the search for truth. However, with a greater level of knowledge, the more a person will depend on them. When you gain more freedom, its degree in life only decreases. This paradox became the basis of the first principle of creating a corporate culture. The greater the feeling of freedom in the company, the more true it will be to the principles of the team.

Justice. A corporate culture is about bringing together a community of people. Their personal freedom is limited by the common values ​​and goals of the company. However, this limitation should not cross the line, upon overcoming which there is a feeling of lack of freedom. Such a subtle border is considered injustice.

The corporate culture is based not only on justice and freedom, but also on other universal human spiritual values ​​that a person needs in society.

Polar principles of corporate culture formation

In the work of Douglas McGregor, 2 main principles are noted on which management theory is based:

1. All people, by definition, are initially thieving, lazy and non-executive. Therefore, they need absolute control. In this case, the formation of corporate culture is carried out according to the principles of a carrot and a stick.
2. Man is an intelligent creature. For the embodiment of the best qualities of a person, it is necessary to provide the proper conditions conducive to this.

These two principles set the extreme poles, and the truth is always hidden in the middle.

Practitioner tells Nina Litvinova, The corporate culture of our company is based on the principle of “professionalism in everything”. This rule has become the credo of the company, uniting all employees. In the work of the company, the attitude towards employees is becoming an important component of the corporate culture. Investments are envisaged in the development of its personnel. Perhaps our company will be the first to propose the introduction of options for each employee. For the successful work of the company, it is important that the corporate values ​​are fully accepted by the entire team. There were situations when it was decided to part with employees only because of non-compliance with the norms of the corporate culture of the company.

Alexander Verenkov, Deputy General Director of BDO Unicon CJSC, Moscow The corporate culture can be based on the principle of individualism - taking into account the individual characteristics of the company's employees. Modern business is in the heyday of individualism, so the CEO needs to understand human psychology. Only individuals will be able to form a true team, so it is important to respect and value your employees. At the same time, if possible, it is better to get rid of careless employees who do not deserve respect. In the conditions of the dynamism of modern business, there is practically no time for re-education. It is necessary to motivate employees. Sometimes the opinion is expressed that a famous brand instills patriotism in a company, but it turns out to be mistaken. The general corporate spirit will be formed and strengthened with the understanding of the achieved results by the whole team.

Alexander Reznik, General Director of Trial Market LLC, Moscow When working on corporate culture, the formation of the proper microclimate is of great importance. People should have a desire to work in an organization, a sense of pride in their work and a sense of comfort. Job satisfaction is manifested by loyalty to the company despite a different place of work, and pleasure in going to work and completing tasks. As long as the microclimate in the team is an important factor for a person, he will remain in the company. When priority is given to other factors (including social status or salary), a search for other proposals is noted. In corporate culture, mutual understanding between employees is of great importance. It is difficult to count on success in the face of regular conflict and lack of agreement.

How the type of company affects the corporate culture

When shaping corporate values, it is imperative to take into account the type of activity of the companies. In particular, in the service market, attitude towards people is of fundamental importance. Sincere love for customers is also important. Only in this case can the client really fall in love with the company in order to regularly apply for its services. Companies in the service market should have an atmosphere of creativity, mutual respect and initiative. To maintain this state of affairs, postulates are needed in which the values ​​of the company will be fixed. When hiring new employees, you need to make sure that they will share similar values.

For employees industrial organizations the most important thing is stability. The reason for this priority is that production personnel are primarily process-oriented. And stability becomes the main factor of success.

Companies in a highly competitive market segment will benefit from consolidation against the backdrop of an external threat. In particular, it is possible to unite employees against a competitor, becoming a real well-coordinated team in the name of a common goal.

How to make the corporate culture work for the company

In order for the corporate culture to work, it is necessary to change its main principles. This condition is extremely important for large organizations. Transformations appear as a result of constant contact between managers and employees, due to informal conditions of communication. With a sense of consistent, fair implementation of the principles of corporate culture, when deeds correspond to words, you can count on the success of such changes. Truly painstaking work lies ahead, but the result fully justifies such measures.

Examples of corporate culture in Japan, USA and Russia Japan and the United States of America: Corporate adaptation of newcomers to help them understand the workflow. Placing the values ​​of corporate culture, rules and slogans in various messages, brochures, stands, media pages. The company's management regularly organizes speeches during which it examines in detail the corporate values, rules and goals of the organization. Methods of inspiring employees to work - through the performance of the best employees, highlighting goals for the team, singing a national anthem, etc. Russia: Celebrating federal celebrations - at the company's office or restaurant. Singing the corporate anthem. Conducting sports events. Joint tour trips. Employee hobbies videos. Joint leisure activities - including bowling, hunting, curling, etc. Special traditions in the company - for example, organizing skits in honor of the organization's birthday. Based on the book: N. Samoukina Effective staff motivation with minimal financial costs... M .: Vershina

Practitioner tells

Nina Litvinova, Director of the Human Resources Department of the Arpikom company, Moscow

Training can be one of the most effective means of building a corporate culture. The main requirement is that an employee who has received this knowledge can use it in practice. As I have already noted, the corporate culture in our company is based on professionalism. In order to implement this principle, we started implementing the General Manager Training Program about a year ago. The program is being implemented by the general manager, the goal is to train employees to be proud of their profession. As a tool for this, we use information sheets, a corporate newspaper, corporate events, etc.

This is the CEO speaking

Alexander Reznik, General Director of Trial Market LLC, Moscow

The most effective (although not always the simplest) way to create new rules in a company is to invite new employees. Because all new employees usually follow the established requirements. In my own practice, I saw many such examples - an employee who was not satisfied with certain procedures leaves the company, and instead a new employee is hired who is ready to follow these standards. The reason is that he is not forced to confront the new corporate culture, but immediately becomes one of the building blocks in the organization. It is necessary to initially hire employees who fit into the provisions of the current corporate culture.

When spreading corporate culture to remote divisions, it will be necessary to take into account 3 factors:

1. Public core values ​​and ideology.
2. Key branch employees need to visit the head office on a regular basis to absorb its energy. After all, they are entrusted with the role of agents for the introduction of a common corporate culture in the work of the branch.
3. Corporate principles should be formalized (described in the documentation). Otherwise, the transfer of corporate culture norms to branches will be distorted. In addition, this formalized documentation is necessary to familiarize new employees with the rules of conduct and peculiarities of the company's corporate culture.

The role of corporate culture in the company

1. You should regularly bring information about corporate values, rules, etc. to your staff. Speeches of key employees, stands or corporate media are suitable for this.
2. If the process of erosion of the corporate culture in the company begins, or there are several strong groups with different rules, you need to decide which group will be more comfortable to work with.
3. Control of informal corporate culture is required - consider informal leaders who should be your assistants to promote initiatives in the organization.
4. You do not need to resort only to administrative leverage to manage the corporate culture. After all, any order or order should be accompanied by explanatory communication with its employees.
5. There is no need to appoint people responsible for the corporate culture - the top manager should be responsible for this issue by vocation.
6. Nothing can strengthen the team better than joint corporate events. Therefore, do not forget about organizing joint sports competitions, holidays, skits, various trips, etc.
7. You need to be a fair leader. There should be predictable, objective decisions on sanctions against employees.
8. Corporate training should be used to communicate the values ​​and goals of the organization to its employees.

• Corporate culture

Keywords:

1 -1

What is the corporate culture of the company

The corporate culture of a company is a set of rules and regulations that apply to processes within the organization as a whole and to employees in particular. They must be shared by all employees, otherwise there is staff turnover, discontent, conflicts.

Corporate culture consists of leadership and communication systems, operating symbols, rules for resolving conflict situations, and the hierarchical position of team members. In order to competently draw up norms and rules for the company, it is important to take into account the goals and values, the mission of the organization, but it is worth taking into account the interests of employees.

Corporate culture of the company: an example of a portrait by the DENISON method

Sistema Kadry experts have developed algorithm for the development and implementation of corporate culture .

What is included in the corporate culture

The corporate culture is based on:

• values ​​important to the organization and employees ;
• vision of the company's development, i.e. the direction in which the firm is moving to achieve strategic goals;
• history, traditions, as well as habits that have developed over the years;
• a code of ethics, which sets out the rules of conduct in specific situations;
• corporate style: office interiors, branding, dress code;
• methods and principles of communication between team members and individual departments;
• the policy of negotiating or routine conversations with customers, colleagues, competitors and partners;
• the very team of the organization.

Example McDonald's has an 800-page manual. It covers all kinds of situations, from everyday to extraordinary. Managers have selected options for solving problems, actions of employees. Each employee of the network is obliged to study the manual when applying for employment. This helps to maintain a consistently large flow of customers, avoid The employees themselves are friendly - they are always ready to help. It took many years to create a corporate culture, and at the moment many companies around the world are taking an example from it.

Corporate culture of the organization: an example of the rules

The development of corporate culture in the organization is an important task for the head of the company. The more detailed the rules and regulations are, the better for everyone. Employees can refer to the management, memorize certain points. They have fewer questions and stressful situations due to their ignorance of the principles of work and interaction with colleagues, clients and management.

Corporate culture of the organization: an example

In different countries of the world, the constituent elements of corporate culture are different. Let's consider 3 foundations typical of companies in the USA, Japan and Russia (the book "Effective staff motivation with minimal financial costs").

Country	Fundamentals of corporate culture of organizations
	adaptation programs for new employees; placement of values, slogans, rules in the media and communities, on leaflets, stands; organization of speeches by the management or active employees of the company, at which the values, goals and rules of the company are discussed; methods of motivating employees aimed at instilling corporate values ​​in the team members; singing a hymn, putting in clothes with symbols.
	celebration of federal celebrations; singing a hymn; organization of sports events, tourist trips; creating videos, collages; traditions in the company, including honoring employees, corporate events on special dates.

Functions of the corporate culture of the organization

The corporate culture performs several functions, without which the normal development of the organization, entering new positions is impossible.

7 main functions of corporate culture

1. Image. Helps to create a positive image of the company, attract new customers and employees in a highly competitive market.
2. Motivational. Inspires the staff to achieve the assigned tasks, high-quality and active work, participation in the life of the company.

3. Identifying. Develops a sense of personal value, belonging to a team. Use 8 ready-made team games scenarios .
4. Responsive. Helps newcomers to join the team.

HR Guide: How to Build an Onboarding Process for Newbies in a Company

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5. Management. Helps to form the rules and norms for the management of employees, structural divisions.
6. System-forming. Makes work efficient, orderly.
7. Marketing. Allows you to develop the strategy necessary for the correct positioning of the organization in the market.

When to formalize or revise the corporate culture of an organization and how to do it

The corporate culture of an organization becomes obsolete over time. It's time to revise it if the company:

• changed the range of goods and services;
• entered a new market;
• is rapidly losing its leading position.

If the corporate culture is based on informal principles, a lot of unspoken rules will begin to appear in the team. They will be shared by long-standing specialists, but novices will not understand.

A step-by-step algorithm for the formation of corporate culture

Step 1. Appoint a person responsible for diagnostics of corporate culture, development and implementation of programs for its development. This could be an HR officer or HR director who will take on additional responsibilities. If it is not possible to connect your employees, invite external consultants.

Step 2. Make a diagnosis of the existing corporate culture. Before embarking on the development of corporate culture in the organization, it is necessary to make an analysis of the values, rules and norms of behavior established in the team. You can use the diagnostic questionnaire.

The main goals of general diagnostics of corporate culture include:

• analysis of the rules, norms and values ​​of the existing corporate culture;
• finding obstacles that prevent the current culture from meeting the vision of the organization's management;
• finding key people and ideas that influence culture change.

Assessment parameters for diagnosing corporate culture

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Step 3. Select and describe the new corporate values ​​of the organization. O discuss with the head of the organization the information obtained during the diagnosis of culture. Record your wishes and requirements.Then hold meetings with middle managers and leading specialists (significant persons of the organization), involve them in the process of developing and implementing new corporate values. Participation in this process will increase the degree of responsibility of managers for the further implementation of the developed programs.

Step 4. Define the goals of the new corporate culture. Conduct interviews, coaching sessions, general meetings with the head of the organization and heads of key departments on the strategic development goals of the organization. Find out what the management's vision of the future of the organization is, how clear it is. Ask to describe the values ​​of the organization, the image of the ideal employee, the existing and desired atmosphere in the team, the norms of behavior that should operate in the organization of the future.

An example of corporate culture goals: raising the consciousness of employees through the introduction of obligations in relation to the organization, which employees accept and voluntarily fulfill; establishment of a system of priorities among employees, in which employees take the interests of the organization as their own; introduction of mechanisms of social and psychological control that determine the nature and style of behavior of employees; facilitating productive communication between employees of the organization

Step 5. Change . Make an analysis of the main areas of work with the organization's personnel: selection, admission, adaptation, assessment, training, personnel rotation. Check how they correspond to the developed rules, values ​​and norms of the new corporate culture. Evaluate what adjustments need to be made in order for each area of ​​personnel management to become a source of new standards.

Step 6. To document the developed rules and norms of behavior, corporate values. The norms and rules of corporate culture, values ​​and programs for their education in the team, write down in the organization's regulations, for example, in the corporate code, Regulations on personnel policy, employee book, corporate standards, instructions for employee behavior.

Step 7. Develop and implement an action plan for the implementation of new values ​​and norms. Develop value delivery programs. Depending on the scale of innovations and the complexity of the developed values, norms and rules, assess the requirements for implementation programs, select the appropriate types of corporate events for the development of culture.

Step 8. Evaluate the success of the implementation of measures and develop a plan for the further development of corporate culture. To assess the result of measures for the development of corporate culture, conduct group and individual selective interviews with employees, questionnaires, assess changes in the behavior of the organization's leaders and key employees. To do this, use the same tools and techniques as when diagnosing a culture at the stage of developing its new rules and values.

What type of corporate culture to choose

When choosing the type of corporate culture, rely on the strategic goals and values ​​of the organization. Take into account the nature of the relationship in the team, the rules and norms that have already taken root. Remember that drastic revisions of principles in a different direction will not be appreciated by the people in the organization.

1. Role model
Team relationships are based on the distribution of responsibilities. There is a strict hierarchy, the presence of clear instructions and rules, formal communications, a dress code. The workflow is automated and refined, so serious errors are excluded.
practicality; rationality; reliability and stability.	there is no way to respond quickly to any external changes.
2. Team model
This model is based on a horizontal hierarchy. There are no clear instructions, duties, dress code in it. Colleagues often communicate with each other in an informal setting, make decisions together. The role of the leader is the person who dared to take responsibility for the outcome of the case.
responsibility; creation; freedom of thought; creativity.	suitable only for progressive companies with a young team striving for tireless development.
3. Family model
Differs in a friendly atmosphere within the team. Employees treat each other with warmth, are always ready to help. Devotion to traditions, community, solidarity, customer focus are noted. The management strives to create the most comfortable working conditions, taking into account the individual needs of the staff.
the main value is people	uncommunicative employees do not share the principles, do not want to follow them, so they quickly leave the company.
4. Market model
The market type of corporate culture takes root in organizations that are profit-oriented and occupy leading positions. Purposeful and ambitious people who have an “inner core” coexist in the team. Soft and docile employees quickly fall under the “target” of colleagues. There is a strict hierarchy, so newcomers may not hope for rapid career growth.
leadership; reputation; profit; competitiveness.	elements of an oppressive management style; high competition.
Results-focused model
The flexible system helps the staff to develop. The leaders are experts who have shown their professionalism. The hierarchy is fluid. Ordinary employees can deviate from job descriptions, act based on the situation. The relationships in the team are stable, there is no fierce competition. Employees know what they need to accomplish in order to get promoted.
corporate spirit; professionalism; freedom.	employees who are accustomed to following instructions are unable to make decisions.

These are the main types of corporate culture of an organization. Mixed models are most common. If none of the systems suits you, you can make your own adjustments to it. The main thing is that they do not provide negative impact per workers, did not reduce motivation and did not provoke any obvious protest. Consider the interests of the staff, even if they are not quite similar to the goals of the company.

Test to determine the type of corporate culture in the organization

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How to develop a corporate culture

It is necessary to form and develop corporate culture gradually. Analyze the impact of the innovation at each stage. Do not restrict the freedom of employees, but also do not give the opportunity to act behind your back.

If the corporate culture of the organization needs to be made global adjustments, bring in experts. Experts will gradually implement the changes with minimal losses. They will take into account all the nuances, including the aspirations of employees and management. In turn, be fair, reasonable and prudent - this will help to avoid negative consequences.

Ural Socio-Economic Institute

Academy of Labor and Social Relations

Department of Management

Test

on the topic: " Formation of corporate culture»

Completed

student of group MRZ 302

Novikov V.A.

Chelyabinsk 2012

Introduction

Types of organizational cultures

Types of organizational cultures, subcultures

Methods of transferring culture

Changing the culture of the organization

Formation of corporate culture

Practical example

Conclusion

List of used literature

Introduction

The purpose of writing a test is to consolidate theoretical knowledge about corporate culture, its origin and application in Russian conditions.

A few years ago, the phrase corporate culture was little known, although in fact it, of course, has always existed. However, she was. And the elements of the corporate culture of many Western companies with rich traditions had their counterparts in the USSR: boards of labor leaders, badges, certificates of honor, and so on are the classic expression of corporate culture.

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

Corporate culture (sometimes called organizational culture) consists of ideas, views, core values ​​that are shared by members of the organization. It is generally accepted that it is the values ​​that are the core that determines the corporate culture as a whole. Values ​​determine both behavioral styles and styles of communication with colleagues and clients, the level of motivation, activity, and more. Therefore, one cannot take for a corporate culture only a set of certain external signs, such as uniforms, rituals, etc.

Considering organizations as communities with a uniform understanding of their goals, meaning and place, values ​​and behavior, gave rise to the concept organizational culture.The organization forms its own image, which is based on the specific quality of products and services provided, rules of conduct and moral principles of employees, reputation in the business world, etc.

The term "organizational culture" covers most of the phenomena of the spiritual and material life of the team: the dominant material values ​​and moral norms, the adopted code of conduct and ingrained rituals, the manner of the staff to dress and the established quality standards of the product. We are faced with the manifestations of organizational culture, barely crossing the threshold of the enterprise: it determines the adaptation of newcomers and the behavior of veterans, is reflected in a certain philosophy of the management level, especially top managers, is implemented in a specific strategy of the organization.

1.Types of organizational cultures

Culture of power... In this culture of the organization, a leader, his personal qualities and abilities play a special role. Organizations with this kind of culture tend to have a rigid hierarchical structure. Recruitment and advancement of the hierarchical ladder are carried out quite often according to the criteria of personal loyalty. This type of culture allows an organization to quickly respond to changing situations, quickly make decisions and organize their implementation.

Role culturecharacterized by a strict functional distribution of roles and specialization of areas. This type of organization operates on the basis of a system of rules, procedures and standards of activity, the observance of which should guarantee its effectiveness. The main source of power is not personal qualities, but positionoccupied in the hierarchical structure. Such an organization is capable of successfully operating in a stable environment.

Culture of the challenge.This type of culture is focused, first of all, at solving problems, at implementing projects. The effectiveness of organizations with such a culture is largely determined by the high professionalism of the employees and the cooperative group effect. Those who are currently an expert in a leading field of activity and who have the maximum amount of information have great power in such organizations. This culture is effective when situational market demands are central to the organization's operations.

Personality culture.An organization with this type of culture unites people not to solve any problems, but so that they can achieve their own goals. Power is based on proximity to resources, professionalism, and the ability to negotiate. Power and control are coordinating.

2. Types of organizational cultures, subcultures

In organizations, dominant cultures and subcultures can be distinguished. Dominant culture expresses the basic (central) values ​​that are accepted by the majority of members of the organization. Subcultures are developed in large organizations and reflect the general problems, situations faced by workers, or experience in solving them.

Features of the subculture of each structural unit of the organization affect each other and form common part culture of the organization.

It is necessary to distinguish between strong and weak culture. Strong culture characterized by the main (core) values ​​of the organization, which are intensively supported, clearly defined and widely disseminated. The more members of the organization who share these core values, recognize the degree of their importance and are committed to them, the stronger the culture. Young organizations or organizations characterized by a constant rotation of opinions (concepts) among their members have weak culture . Members of such organizations do not have sufficient joint experience to form shared values.

3. Methods of transferring culture

In addition to obvious orientation and training programs, culture is passed on to workers in other ways. The most effective are information, traditions, symbols and language.

Informationcontains a description of events related to the formation of the organization; key decisions that determine the organization's strategy for the future; top management. It allows you to measure the past with the present, provides an explanation of the current practice of the organization.

Traditions.Compliance with established traditions is a means of transmitting culture, since the main values ​​of the organization are associated with traditions.

Symbols.The design and layout of the territory and buildings, furniture, leadership style, clothing are material symbols that are transferred to employees. It is also important the degree of equality in the organization provided by top management, the types and types of behavior that are considered acceptable.

Language.Many organizations and their divisions use language as a way to identify members of an organization with its culture or subculture. By studying it, members of the organization testify to their acceptance of this culture and in this way help to preserve it. The terminology adopted in the organization acts as a common denominator that brings together the members of the organization based on a recognized culture or subculture.

4. Change the culture of the organization

The culture of the organization may be acceptable to a certain period time and conditions. Changing conditions of external competition, government regulation, rapid economic changes and new technologies require changes in the culture of the organization, which restrains the increase in its efficiency. It takes a long time to create a new organizational culture as the old organizational culture takes root in the minds of the people who remain committed to it.

The following factors influence the possibility of cultural change:

Organizational crisis.It challenges existing practices and opens up opportunities for the adoption of new values. Examples of a crisis can be the deterioration of the organization's position, its financial takeover by some other organization, the loss of major clients, a sharp breakthrough of competitors into the organization's market.

Change of leadership.Since top management is a central factor in shaping the culture of an organization, replacing top leaders encourages the introduction of new values. But new leadership alone is not a guarantee that workers will embrace new values. New leaders need to have a clear alternative vision of what the organization can be and have credibility.

Stages of an organization's life cycle.It is easier to change the culture of an organization during the transition periods from inception to growth and from maturity to decline. When an organization enters the growth phase, a major cultural change will be needed. The culture of the organization has not yet taken root, and employees will accept changes if:

· the previous success of the organization does not correspond to modern conditions;

· employees are not satisfied with the general state of affairs in the organization;

· the image of the founder (founder) of the organization and his reputation are in doubt.

Another opportunity for culture change appears when an organization enters a phase of decline. At this stage, staff cuts, cost reductions, and other similar measures are usually required that dramatize employee sentiment and signal that the organization is in crisis.

The age of the organization.Regardless of the stage of an organization's life cycle, the younger its age, the less well-established its values ​​will be. Culture change is more likely in a young organization.

The size of the organization.It is easier to change culture in a small organization, because in it the communication of leaders with employees is closer, which increases the possibility of spreading new values.

The level of culture.The more widespread the culture in an organization and the higher the cohesion of a team that shares common values, the more difficult it is to change the culture. A weak culture is more susceptible to change than a strong one.

5. Formation of corporate culture

organizational culture corporate ethics

Public relations have been successfully developing in recent years and are actively applied in practice, especially by large organizations. They contribute to the survival of companies in the market, help not only to maintain, but also to increase the market segment in which the company operates. Small business owners and managers themselves often act as public relations specialists. They are involved in the process of interaction with the media, society, employees, customers, suppliers, financiers, as well as in political relationships.

Such efforts promote and protect small businesses and increase their profitability and profitability. Public relations should act as a recipient of subtle information that signals public needs, should provide information that contributes to improving the efficiency of the corporation. Public relations are designed to improve public attitudes towards a particular organization; designed to show that the firm is trustworthy; are designed to reflect the attitude of the corporation to the individual on the scale of the whole society; are designed to convey the desire and will of the organization to lead society to favorable changes.

Public relations technologies are the most widely and often used by large corporations. Businesses have to deal with and adapt to a dynamic and increasingly complex environment. Public relations regulates relationships with different sectors of society and strives to strike a balance between competing needs. They are confronted by a number of complex and constantly pressing issues: business ethics, equal opportunity, quality of working conditions, consumption, environmental protection, global commerce and many others.

Large corporations have significant resources that can underpin the efforts of public relations. However, they will not invest until they are convinced that the funds they have invested will bring great returns.

Public relations techniques are used by all managers in their activities, and not only by those for whom it is a profession. Senior executives spend a tremendous amount of time and effort on issues that fall within the purview of public relations. However, while the status of public relations in the business community increased, specialists in this field with only traditional skills risked being limited in their activities to the extent of performing purely technical functions.

In the field of business, the following are used:

media relations - intermediary relations (obtaining support and approval in the sales market for printed and television products; creating a positive advertising image; producing a legend; minimizing negative reactions) mmunity relations - relations with society (a set of techniques and measures to support the seller, attract employees , improving the quality of services provided, supporting and reinforcing business initiatives, improving the quality of life of employees and managers). mer relations - relations with consumers (assistance in creating positive relationships with consumers, ensuring a quick and effective response to complaints, problems and needs of consumers, supporting efforts sales and marketing) .relations - financial relations (creating opportunities for raising capital at a minimum interest rate, ensuring compliance with the needs of the investor, guaranteeing competent work with financial funds) .affairs - relations with government agencies and (interaction with public authorities at different levels). Regulation, tax policy, labor laws, trade policy are just some of the government's actions that can influence business decision-making and its successful operation. , ensuring effective communication between employees, developing the creative potential of employees and stimulating production and improving product quality, increasing morale and improving attitude to work, increasing the level of customer service, increasing productivity).

Public relations (in a narrow sense) is a means by which a business seeks to improve its ability to function and create the desired environment. The effectiveness of public relations contributes to the progressive development of the company, increases sales figures, facilitates the adaptation of the company to the requirements and needs of society.

The requirements for large corporations are weighty and varied.

The activities of organizations must meet certain standards, and at the same time the company must successfully compete in the domestic and foreign markets.

In order for public relations activities to form and maintain the desired public attitude towards private corporations to be effective, the efforts of corporate public relations should focus on the following factors:

trust in the corporation and in corporate management;

a deeper understanding by society of the economic realities of corporate life, including profits, productivity, pricing, money issue;

the willingness of a part of the business to contribute to solving the problems of society;

demonstration of the corporation's interest in each person.

Any company, whether it has just appeared on the market or one that has been operating for a long time and is well-known, is interested in bringing information (of course, positive) about itself to its direct customers. A competent head of the organization will use the slightest informational reason for this.

For example, in business publications, along with smiling photo models, you can always find several photographs of CEOs of companies with their own statements.

Meanwhile, investing a lot of money in image advertising, managers often forget that their employees are the same carriers of information about the company, and in some cases it is they who represent the company in the situation of customer service. Of course, such a disdainful attitude towards consumers, as in pre-perestroika times, is practically nowhere to be found. But, as before, a cleaning lady in a supermarket can wipe a customer's shoes with a dirty rag, a security guard, checking documents, can bring a visitor "to white heat" ... Examples can be continued. And it seems that Russian personnel will never forget how to discuss their personal and family problems while working in the presence of strangers. Why do we constantly face this? What is the reason for this indifference to your potential customers? The behavior of the staff in relation to customers, as in a mirror, reflects what procedures are established in the company.

If the psychological climate leaves much to be desired, there are many contradictions and conflicts between bosses and subordinates, this will inevitably affect the treatment of clients and, as a result, the company's image. How can an organization leader determine that the firm's internal image needs more serious attention? Manifestations can be varied, but visible to the naked eye:

decreased loyalty of staff (employees stop staying after work in order to finish unfinished business, tend to leave early, come back later, are completely not interested in work and plans, mugs, pens, etc., donated on the occasion disappear immediately or are taken home);

work is done very poorly, requiring coordination and concerted actions of representatives of several departments, different departments "pull the blanket" over themselves, work as if there are no others or they are their competitors;

the orders issued by the company management are hopelessly "stuck", the staff discusses them for a long time and thoroughly, actively resists, in the end, the management simply "speaks";

employees go to work in dark monastic robes with gloomy faces, gloomy and unfriendly, get tired quickly or often get sick, etc.

There can be many reasons for such behavior of personnel in an organization, many of them are associated with the ongoing personnel policy and ignorance of the basic foundations of a civilized business.

The axiom of a successful civilized business is simple: the main achievement of the company is its personnel. At all times they tried to encourage the employee to work better. IN Soviet era boards of honor, free trips, bonuses, the thirteenth salary were used. Nowadays, many leaders are again beginning to realize that skilled workforce is a wealth that needs to be cherished and multiplied.

There are many theories of motivation. Traditionally, they are subdivided into content theories and process theories. The former analyze incentives and do not consider the process of motivation. The latter explore the process of motivation, describe and predict its results, but do not touch on the specific content of motives.

One of the well-known theories belongs to A. Maslov. It assumes that human activity is conditioned by numerous needs that can be arranged in a certain order. Maslov identified five types of such constructions:

Physiological needs are the most basic. The employer must take into account such of them as the need for heat, air, wages, ensuring survival.

The need for security is expressed in the pursuit of comfortable and healthy physically and emotionally conditions for life and work. This desire can be satisfied with periodic encouragement, job security.

The need to belong to a particular social circle. A person needs the recognition of the collective, the boss, wants to have friends, to be loved.

The need for evaluation is the desire to have a positive image of your own, well accepted by others. To improve his image, a person is ready to take on more responsibility, in return he expects gratitude and encouragement.

One of the active developing directions in public relations is an intracorporate PR, the formation of a corporate culture.

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

The formation of a corporate culture is facilitated by the use of a kind of standards of corporate ethics, which are mandatory for all employees of the norms of behavior. The formation of a corporate culture presupposes the creation of such social, household, psychological and other conditions for a working person in a company in which he feels comfortable. For this, along with material incentives, it is necessary to recognize the importance of the role of each employee in common affairs, expand their participation in management, and involve them in contract negotiations. This also includes the employee's loyalty to the firm, its ideology and practice. The indifference of the firm to its employees will turn into indifference of these employees to the firm itself, which will lead to a decrease in the efficiency of all its work.

Corporate culture cannot be reduced only to external and even some organizational aspects; its essence also includes the values ​​that are followed in their work by managers and all employees of the company. The firm's activity is based on the corporate philosophy - a complete, detailed, detailed statement of moral and ethical and business norms, principles, credo, which are guided by the company's employees. Corporate philosophy performs the function of an internal organizing principle, formalized by a social contract.

In many credos such concepts as "quality", "trust", "excellence", "pride", "care", "attentiveness" are key. Let's list the five principles that the Mars Corporation is guided by in its work:

Quality. Our boss and director is a consumer, our work is quality, and the production of products that are worth the money paid for them is our goal.

Responsibility. As individuals, we demand full responsibility from ourselves; as partners, we support the responsibility of others.

Mutual benefit. Mutual benefit is a shared benefit, and such benefit becomes persistent.

Efficiency. We fully use our resources, do not spend unnecessarily and do only what we can do better than others.

Freedom. We need freedom in order to build our future, we need profit in order to remain free.

Whatever the principles, they will not be implemented on their own, it is necessary to create an atmosphere of commitment to them. Employees must learn about them, understand them, appreciate and support them, only then will people follow these principles. In this they should be helped by the PR manager, who will combine the indicated positions into a single whole and plan their implementation.

One of the important means of such a connection is corporate training, which involves continuous training of employees to better understand the principles and their subsequent use in practice, as well as the ability to easily and painlessly adapt to changes. Thus, Procter & Gamble has a corporate monitoring program that includes more than 20 educational courses.

It should be noted that corporate rules and laws should not contradict existing state laws and regulations, although quite often corporate philosophy directs employees to comply with requirements that are more stringent than provided for by the code of laws.

For example, Procter & Gamble's RULES OF BUSINESS ETHICS state that in some respects these rules "go beyond the requirements of laws and industry practice." For example, if persons on duty received bribes, gave a certain amount of money to persons in the service of a customer, they will be severely punished under the laws of the company, even in countries where "such actions may not be considered illegal from a formal point of view. ".

And yet, “under no circumstances do you have the right to accept any invitations to entertainment, travel, sports events in connection with your work, as well as accept gifts, tickets, paid vacations, personal donations in cash, etc. Of course, this does not apply to such low-value items as cheap pens and calendars. You can accept tickets if you pay for them yourself. Business meetings in restaurants are possible, if in some cases a Procter & Gamble employee pays the bill ... ".

Also, the rules say that "an employee and his immediate family should not have a property and financial interest in the activities of any competing company or in the activities of a supplier or customer company with which this employee interacts in the course of his work ...".

An employee of the company must inform management that an employee is violating the law or company policies. If he wishes to remain anonymous, he can call by phone. " Hot line... ". On the presented fact, an official investigation will be carried out.

This kind of rigidity of requirements determines the strength of the "corporate house", which the PR manager is called upon to maintain through the formation of a corporate culture.

... Practical example

Methods of forming new values ​​of corporate culture on the example of the company "Mirax Group"

Description of the situation

The successful ten-year history of the "Mirax Group" company is the history of its implementation. "corporate" style of work: focus on unique / super difficult tasks, strong energy, incredible pace of work. This style is a manifestation of corporate culture, which was initially formed under the defining influence of the personal characteristics of the founders of the company. This culture is based on the values ​​of activity and energy, competition with leaders, non-standard solutions, and a focus on results. The downside of its merits is rejection of regulation, instability of activity processes and a tendency to "rush", a mobile emotional background of the atmosphere, weak control. The intensive development of the company and the level of its business tasks required significant internal changes. In the language of organizational theories, a transition from the entrepreneurial period of the organization's development to the stage of regular management is necessary. Goals and objectives of the project

The task of personnel management was to shift the emphasis in the corporate culture from entrepreneurial values ​​to the values ​​of technological stability and effective teamwork. ... The image of the company as a "friendly family of stars" in the perception of employees must be transformed into the image of a "united super professional team". At the same time, it is important to maintain a high energy and creative atmosphere of the company, since

these features of the corporate culture provide the company with a competitive advantage

they are characteristics of the management style of the president of the company and of the senior management team.

To implement such a project, from our point of view, it is only possible based on the principles of continuity of new elements of culture in relation to the previous stage of developmentcorporate culture and a systematic approach to the implementation of programs that should cover all key elements of corporate culture: basic values; standards of behavior and activity of employees, traditions and symbols.

Brief description of the project

The project began in early 2004 and is ongoing. Within the framework of the project in the company the following programs are underway:

1. Company rebrandingheld in the inner and external environment as a commemoration of the company's transition to a new stage of development. The brand change entailed a change in corporate symbols. The new symbols are maximally used in corporate souvenirs (on jackets - windbreakers, T-shirts, baseball caps, stationery, children's gifts).

2. Creation of an original employee handbookas a key document setting basic standards and norms. The handbook includes the texts of the company's Constitution, corporate rules of business interaction, a collection of motivating aphorisms. New elements of the content of corporate values ​​and norms are formulated in an energetic and emotional form that actively uses humor, which supports the traditional style of communication in the company.

3. Creation of an internal site (Intranet)as a virtual communication environment that allows company employees to get a positive effect of interpersonal interaction without significant time expenditures and personal contacts. The intranet provides access to informal forums, corporate news and films, common bases data (telephone directory, birthdays of employees, brief information about employees with their photographs, documentation of corporate computer programs, the menu of the corporate canteen for the current day and a picture from a web camera installed in the canteen), etc.

4. Creation of a corporate "cabinet of curiosities", in which samples of incompetence and unprofessionalism of the company's employees are presented. Thus, a norm of mandatory quality of work is introduced.

5. The use of competitive models in the selection of candidates for positions.The company has created professional tests(MiraxTestPro program), business games are actively used. Competitive selection, in addition to purely economic benefits, gives new employees an idea of ​​the company's requirements for their professional level.

6. Introductory seminar program for new employees, which includes a story about regulations and norms, an excursion to facilities under construction, showing videos about the history and activities of the company, corporate leisure.

7. Attracting talented university graduates to work in the company... Graduates and students of the 4th year are enrolled in internship programs through competitive selection, upon successful completion of which a decision is made on admission to the state. Internship companies allow "pouring" young energy into the company, as well as influencing the formation of professional and personal competence of interns in accordance with the requirements of the company.

8. Formation of personal involvement of employeesto the overall result of the company. Among the most successful ideas are a joint "subbotnik" of employees and homeowners at the facility (residential complex) and the Council of Young Professionals, created in order to influence the formation of corporate norms and standards in the interests of young people. Events in the company are actively and sincerely discussed on the Intranet with the help of modern IT technologies, employees began to adhere to the dress code for four days of the working week and admit that now they are happy to go to work on "free" Friday.

9. Maintaining a corporate tradition- bright, prestigious, non-standard holidays. Unique scenarios include surprises (theatrical performances with the participation of employees, the arrival of "doubles" of celebrities, beloved musical group hero of the day, etc.), which are remembered for a long time and form an emotional involvement in the company.

Results achieved.

Currently, we can talk about the achievement of the main result - clarified the internal value context of the company... Key values ​​have been reformulated taking into account the new stage of its development:

1.activity and energy for technologically stable work,

2.competition with leaders for their own development,

.focus on quality results,

.non-standard solutions to improve technology,

.the dialectic of personal and general responsibility.

The dynamic atmosphere and positive components of informal communication between employees have been preserved. Clients and partners of the company note that the atmosphere of the office is dynamic and cheerful, and at the same time businesslike, professional competence and prestige.

conclusions

The efficiency of the transition to a new stage of the company's development is directly related not only to economic and technological changes, but also to the renewal of the value context of corporate culture. Practice confirms theory!

Conclusion

Organizational cultureis a system of socially progressive formal and informal rules and norms of activity, customs and traditions, individual and group interests, characteristics of the behavior of personnel of a given organizational structure, leadership style, indicators of employee satisfaction with working conditions, the level of mutual cooperation and compatibility of employees with each other and with the organization , development prospects. The organizational culture of a person is influenced by habits and inclinations, needs and interests, political views, professional interests, moral values, temperament. The elements of organizational culture components include the following personality traits: a positive reaction to people in power, the desire to compete, the ability to persuade, the desire to play the role of an informal leader, tolerance for routine administrative work.

Organizational culture in an organization can be formed in four ways:

· long-term practical activity.

· activities of the manager or owner (own OK).

· artificial formation of organizational culture by specialists consulting firms,

· natural selection of the best rates. rules and standards introduced by the leader and the team.

Organizational culture can be specific depending on the type of activity, form of ownership, position in the market or in society. There is an entrepreneurial, state organizational culture, a leader's organizational culture, an organizational culture when working with personnel, etc.

List of used literature

1.Ansoff I. New corporate strategy. - SPb .: PiterKom, 1999.

2.V.V. Goncharov In Search of Management Improvement: A Guide for Senior Management. - M .: Souvenir, 1999.

.Drucker P. Tasks of management in the XXI century. - M .: Williams, 2000.

.Kravchenko V.F. Organizational engineering: Tutorial... - M .: PRIOR, 1999.

.Fatkhutdinov R.A. Organization of production. - M .: INFRA-M, 2000.

.Internet page: # "justify">. Kuznetsov I.N. Business ethics. - M .: Dashkov and K, 2007.

.Petrunin Yu.Yu., Borisov V.K. Business ethics. - M .: Delo, 2004.

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