Many experts note that corporate culture exists in any company, regardless of whether management shows interest in its existence or not, and the formation organizational culture usually happens spontaneously. However, the existing culture can be developed and adjusted purposefully.

The formation of a corporate culture consists of carrying out certain actions aimed at developing a system of norms, rules, values, ideas to achieve the goals of the organization. Slinkova O.K., Grudistova E.G. Management of organizational culture // Bulletin of the South Ural State University. Series: Economics and management. -2009. -No. 21. P. 65.

But the formation of a corporate culture is a rather lengthy process, and it is influenced by many factors, among which the following are especially important:

Background to the emergence of the company, the reason for the decision to create it;

The founders of the company and their values;

Informal leaders, their coming and going;

Company managers, their favorite topics;

Criteria for personnel selection, promotion, dismissal, incentives;

The successes and failures of the company, the reaction of managers and employees to them;

Management's attention to the working conditions of G.A. Shishkov. Corporate culture as a tool for managing an organization // Bulletin of the Russian State University for the Humanities. - 2011. - No. 4. - P. 114.

The formation of a corporate culture may be related to the specifics of the industry in which the organization operates, the speed of technological and other changes, the characteristics of the market, consumers, etc. It is known that companies in high technology industries have a culture containing “innovative” values ​​and a belief “in change.” However, this trait can manifest itself differently in companies of the same industry, depending on the national culture within which a particular company operates. Vikhansky O.S., Naumov A.I. Management. 4th ed., revised. and additional - M.: Economist, 2006. - P.270..

If we consider the process of formation and development of organizational culture from the perspective of a group, then, according to Edgar Schein’s model, organizational culture will be formed as a result of the joint overcoming by the organization’s employees of the difficulties of the processes of external adaptation and internal integration.

Internal integration is the formation of a team, the formation unified team from separate individuals. Internal integration occurs in the process of joint resolution of tasks by members of the organization, achievement of common goals, and resolution of major internal problems.

External adaptation is the organization's response to the demands of the external environment. Difficulties of external adaptation - problems of the organization’s survival in the market, finding its market niche, forming relationships with business partners, consumers, competitors, etc. In the process of external adaptation, the mission and strategy of the organization are determined, goals, means of achieving goals and correcting errors are established, criteria for assessing the results of personnel activities are determined. Organizational culture: formation, development and evaluation: academic. village/O.G.Tikhomirova.-SPb.-2008. P.55.

Thus, it is initially necessary to develop a mission and development strategy for the organization, determine the goals of the organization and the means to achieve them, taking into account the requirements of the market for business and society for social responsibility business.

People in the organization must know its real mission, and not just beautiful statements heard from the stands. This will help them form an understanding of their contribution to the organization’s fulfillment of its mission. Social psychology of management: a textbook for universities on special topics. 080505 "Human Resources Management", 080111 "Marketing", 080301 "Commerce" / Vyacheslav Ivanovich Shuvanov.-M.: UNITY-DANA, 2009.-P.299. Also, for example, employees of one organization involved in setting goals take responsibility for achieving them, in another they participate only in the choice of methods and means of achieving goals, and thirdly, there may or may not be any neither the other, or both are present. In turn, a strategy is an action plan that defines priority directions in achieving set goals and the resources necessary for this.

After developing a strategy, the process of forming a corporate culture begins, which involves defining and proclaiming the organization’s core cultural values. When communicating values ​​to staff, management must appeal to both the minds of employees and their emotions and better feelings.

Values, constituting the core of corporate culture, regulate the labor behavior of employees. Therefore, in the process of defining cultural values, it is very important not just to declare them, but to bring them to the conscious perception of the staff, to their embodiment in the real behavior of employees.

Conscious perception of organizational values ​​by staff is facilitated by the development of ethical norms and principles aimed at clarifying the preferred standards of behavior of members of the organization. Many organizations develop a specific code of ethics and conduct training on ethical behavior in order to increase the sensitivity of employees to ethical issues and their perception of the proclaimed organizational values.

The next step in the process of forming a corporate culture will be to consolidate values ​​at a subconscious level, which ensures that the desired behavior patterns are instilled in the staff. To achieve such a goal, it is necessary to develop and carry out organizational activities aimed at the formation and implementation of traditions, rituals, ceremonies and corporate symbols into the practice of the organization. Organizational values ​​are internalized by employees, determine behavioral norms (“how it should be”) and shape the actual behavior of employees.

Compliance with values ​​becomes for every employee a natural condition of his activities in the organization, not because he is told about it or expected of him to behave in a certain way, but because he considers it the only correct thing. As a result, organizational values ​​are translated into the real practical activities of the organization.

After the formation of an organizational culture, it is necessary to diagnose it, which consists in identifying its compliance with the strategic course. Organizational culture and enterprise strategy are closely related; they must be in harmony with each other and complement each other Maslov, V.I. Strategic personnel management in an effective organizational culture: textbook / V.I. Maslov. - M.: Fin. press, 2004. - 288 pp.

It should be noted that diagnostics should be carried out both after the formation of an organizational culture and before. The fact is that in the process of creating an organization, people with their own cultural values ​​join it, which must be taken into account when forming an organizational culture.

If the diagnosis reveals a discrepancy between the organizational culture and the strategy developed, the organizational culture must be changed. If the culture and value orientations of employees correspond to the mission and strategy of the organization, then the next step in managing organizational culture will be its maintenance.

Concept, meaning, structure and content of organizational culture

It is known that a formal structure cannot cover all aspects social environment, since living people act in the organization, who inevitably bring their motives, expectations, past experiences into the organization, and interact with each other. For these reasons, the resulting intraorganizational connections turn out to be much richer and more complex than those provided for by the formal organizational structure.

The organizational structure is immersed in the cultural environment, which can lead to its strengthening, destruction, or the formation of an opposing structure, and, therefore, affects the achievement of the organization's goals. Therefore, nowadays managers attach great importance to organizational culture, considering it as a powerful strategic tool that allows them to orient all departments and individual employees towards achieving common goals.

Organizational cultureis a set of beliefs, beliefs, values ​​and norms that are shared by the majority of employees in an organization.

Organizational culture develops spontaneously through the interaction of values ​​and past experiences of employees, and thus forms the uniqueness of the organization. Organizational culture is usually not reflected in the documents of the organization, but is present, spreads and influences everything that happens in the organization, and, above all, manifests itself in the relations between employees.

However, a spontaneously developed organizational culture is not always favorable for business. Therefore, to improve the manageability of an organization, it is advisable to consciously shape its culture in accordance with its goals and strategy. This culture is called corporate. Corporate culture maximally and directly unites the interests of personnel around company-wide goals. It is clear that organizational culture is broader and more diverse than corporate culture, since it includes, along with the values ​​and norms promoted by the organization’s management, the established values ​​and norms of professional, age and other social groups.

The importance of corporate culture boils down to this:

1. Culture forms a certain image of the organization;

2. Culture creates a sense of security among employees;

3. Culture helps employees correctly interpret events occurring in the organization;

4. Stimulates high responsibility of employees when performing assigned tasks;

5. Stimulates employees to achieve common goals, which increases the innovative potential of the organization;

6. Sets internal company rules and standards of behavior;

7. Regulates management activities;

8. Forms employee commitment to the company.

The following functions of culture are distinguished:

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

2. Cognitive, which consists in mastering the principles of culture at the stage of adaptation of the employee to the organization and, thus, contributes to his socialization;

3. Regulatory, since culture sets standards for acceptable behavior in an organization;

4. Regulatory, through which the actual behavior of a person or group is compared with the norms accepted in the organization;

5. Value, since culture influences a person’s worldview;

6. Communication, since through the values ​​​​accepted in the organization, norms of behavior and other elements of culture, mutual understanding of employees and their interaction are ensured.

In organizational culture, there are 3 structural levels that differ in the level of visibility and complexity of components: surface, subsurface and deep.

Surface level includes visible external factors (artifacts), including visible organizational structure, technology, interior design, use of space and time, observable behavior, language and communication style, rituals. All this is perceived through the senses.

Subsurface level includes values ​​and beliefs shared by members of the organization, declared principles of work. The perception of values ​​and beliefs is conscious and depends on the desires of people.

Deep level includes basic assumptions that determine how to respond to certain events.

1. Awareness of yourself and your place in the organization. The culture of some organizations encourages cooperation, while the culture of others encourages individualism;

2. Communication system and language of communication. This means the use of oral, written, non-verbal communications, including the use of jargon, abbreviations, gestures;

3. Appearance of employees and their presentation of themselves at work: the availability of uniforms, workwear for employees, the organization’s requirements for neatness, employee hairstyles, and the use of cosmetics;

4. Catering: the presence or absence of premises for meals, the frequency and duration of meals, the presence of one canteen for all personnel or separate canteens for management and ordinary personnel;

5. Awareness of time, attitude towards it and its use, that is, maintaining a temporary routine and rewarding it;

6. Relationships between people, including differences in age, gender, status, experience, knowledge, religion, etc., the degree of formalization of relationships, ways of resolving conflicts;

7. Values ​​and norms.Values is a set of standards and criteria that are declared by the founders and management of the organization, form the core of corporate culture and are designed to unite employees of various departments and levels of management, as well as the personal values ​​of each individual (that is, the selective attitude of people to material, social and spiritual benefits, in including such as position in the organization, titles, the work itself);

Norms– these are guidelines that determine the admissibility of this or that behavior.

Examples of corporate values ​​of successful Western companies include:

– fulfilling their duties at the highest professional level;

– initiative and ability to perceive innovations;

– adaptability to change;

– ability to make decisions;

- skill to work in team;

– openness to information about upcoming or current problems;

– trust in employees;

– respect for clients and ourselves;

– compliance of remuneration with performance results.

8. Belief in something or disposition towards something(for example, faith in management, success, in one’s own strengths, in mutual assistance, attitude towards colleagues, clients, competitors, injustice);

9. Using the potential of employees: support for thoughtless or conscious performance of work, reliance in work on intelligence, strength or connections);

10. Work Ethic and Motivation: attitude towards work and the degree of responsibility for performing work, division and replacement of work, attitude towards the cleanliness of the workplace and the quality of work, work habits, principles of performance evaluation and remuneration, policy for promoting employees in the organization.

From everything discussed above, it follows that the formation and content of organizational culture is influenced by a number of factors:

– management culture of the head of the organization;

– the business environment in general and in the industry where the organization operates;

– national culture.

This is confirmed by management practice.

It is necessary to understand that in an organization, along with the prevailing culture, there may be many “local” cultures, that is, cultures of management levels, divisions, professional, regional, age groups. Such cultures are called subcultures and can exist together with the general culture.

Studying the existing culture in an organization allows us to assess its adequacy to the strategy and structure of the organization, as well as timely improve relationships in the organization and maintain its effectiveness.

The significant influence of culture on the functioning and performance of an organization determines the need to manage it.

Managing organizational culture involves its formation and preservation.

Shaping the culture occurs through external adaptation and internal integration. External adaptation means an organization finding its niche in the market and adapting it to the constantly changing external environment by:

– defining the mission, goals and strategy of the organization;

– choosing methods to achieve them, including the formation of an organizational structure and incentive system;

– formation of criteria for measuring the results achieved by an individual and a group.

Internal integration is the definition of ways to work together and coexist in an organization by:

– selection of communication methods;

– establishing criteria for membership in the organization and its groups;

– determination and distribution of statuses in the organization, establishing rules for acquiring, maintaining and losing power;

– defining desirable and undesirable behavior;

– establishing rules about the level and character social relations In the organisation.

Methods of cultural preservation:

1. Selection of objects and subjects of assessment and control by managers;

2. Management response to critical situations and organizational crises. For example, in the event of a sharp reduction in demand for manufactured products, the organization has two alternatives: fire some employees or partially reduce work time with the same number of employees. In organizations where a person is declared as the “number one” value, they apparently use the second option. As T. Peters and R. Waterman noted: “The true role of the chief executive is to manage the values ​​of the organization”;

3. Role modeling and training, for example, demonstrating to subordinates a certain attitude towards clients, showing an educational film, etc.;

4. Formation of a system of rewards and privileges. Rewards and privileges should be tied to certain patterns of behavior. The privileges are a good office and its location, a secretary, an attached car, good equipment etc.;

5. Formation of criteria for hiring, promotion and dismissal. This is one of the main ways to maintain culture, as it reflects the true attitudes of the organization's management.

6. Formation of organizational traditions, rituals, myths, symbols. Traditions improve employee awareness, help build confidence in themselves and others, allow them to feel comfortable in the team, and contribute to the quick and successful adaptation of new employees to the team.

Rituals– these are standard recurring team events held in set time and on a special occasion to influence employees' behavior and understanding of the organizational environment.

The most common rites are the rite of departure (dismissal), the rite of identifying the best through a competition or competition, the rite of unity through corporate events (parties, out-of-town trips), the rite of promotion upon completion of basic training or retraining. The effectiveness of rituals increases when not only workers, but also their families are involved. For example, at one of the Russian metallurgical enterprises, the organizers of the “Best in Profession” ritual send letters to the wives of the winners, thanking them for creating good conditions for fruitful work.

Myths of the organization– these are stories about how the organization was created, what difficulties it went through in its development, who its heroes are. “Innate heroes” are the founders of the company, “heroes of the situation” are employees who have achieved outstanding success, we can distinguish “heroes-innovators”, “heroes-experimenters”, etc. The process of forming heroes was actively used in our country in Soviet times. Suffice it to recall the honor boards, the awarding of “Winners of Socialist Competition,” etc.

7. Use of in-house propaganda tools: publication of in-house newspapers and newsletters, videotapes, public speeches by managers, holding press conferences.

8. Conducting daily management actions in strict accordance with the declared values ​​of the organization.

Unfortunately, many Russian organizations currently do not pay due attention to the formation and management of corporate culture, which significantly reduces the potential of organizations. Rational corporate culture is being replaced by extreme centralization of management. Meanwhile, corporate culture, being a factor of self-organization, can significantly increase labor potential, the effectiveness of the organizational management structure and the effectiveness of the organization as a whole.

Introduction........................................................ ........................................................ ............ 3

1 The role of business culture in modern economy............................................ 5

1.1 The essence and principles of corporate culture formation.................... 5

1.2 Main elements of corporate culture................................................................. eleven

1.3 Foreign experience in the formation of corporate culture.................................. 13

2 Features of the Russian model of corporate culture.................................... 17

in the post-socialist economy................................................................... ............... 17

2.2 Modern Russian model of corporate culture.................................... 21

2.3 Corporate culture of MSU named after N.P. Ogareva................................... 27

3 Main directions for optimizing corporate culture.................................... 34

3.1 Stages of corporate culture formation.................................................... 34

3.2 Improving the effectiveness of corporate culture.................................... 38

Conclusion................................................. ........................................................ ........ 43

List of sources used......................................................... ................... 45
Introduction

Currently, one can observe an increase in interest in organizational (corporate) culture. This is due to the fact that organizational culture allows modern conditions solve a number of problems that arise in organizations and affect the efficiency of enterprises.

One of the most important motives for studying organizational culture is that traditional methods of managing organizations, built on the functional specialization of employees and departments, division of labor, isolation of individual organizational structures from each other, based on linearity and equilibrium of processes, do not meet the current conditions. This is due to a number of reasons, among which the most significant are the improvement and dissemination of information technologies, production technologies, a high degree of unpredictability and instability of market conditions due to variability in consumer demand, etc.

It is becoming increasingly difficult for modern firms to compete successfully with each other in traditional ways. In an environment of wide choice, the modern consumer chooses what is sold to him along with the product - a certain lifestyle. Therefore, the image and reputation of the enterprise are becoming increasingly important in the overall efficiency of the production and economic activities of the enterprise.

Thus, modern organizations require a new management ideology, a new nature of connections and relationships with the external and internal environment of the organization, that is, an organizational culture that is more consistent with the existing operating conditions of firms.

However, before forming an organizational culture that meets modern market requirements, it is necessary to establish general trends and patterns of its development, the nature and direction of its influence on the activities and development of enterprises, and develop methods for assessing and diagnosing the existing organizational culture of a company.

The relevance of the topic of this study is confirmed by the need of enterprise managers for a clear and precise definition of the concept of organizational culture, in practical recommendations on the formation and development of organizational culture and the choice of a rational strategy for its development, diagnosis and assessment of organizational culture, as well as determining its type in order to decide on the need to change it.

The study of corporate management culture is closely connected with the names of scientists who were the founders of the theory of organization management such as A. Fayol, F. Taylor, O. Sheldock and many others. Modern consideration of the problem of corporate culture of enterprise management is reflected in the works of L.K. Averchenko, E.A. Kapitonova, Yu.D. Krasovsky,
G.P. Zinchenko, V.A. Spivak, A.I. Kitova, A.V. Filippov and many others.

The purpose of the study is to identify the main directions for optimizing the corporate culture of enterprise management, based on a theoretical and empirical study of the corporate culture of enterprise management.

To achieve this goal, it is necessary to solve a number of the following main tasks:

– clarify the essence of the concept of corporate culture;

– consider foreign experience in the formation of corporate culture;

– study the Russian model of corporate culture;

– develop the main areas of activity for managing the process of optimizing corporate culture.

The object of research is the corporate culture of the enterprise.

The subject of the study is the socio-psychological conditions for optimizing the phenomenon under study.

During the research process, general and special methods of scientific knowledge were used: dialectical logic, systemic, structural and functional analysis, comparison, observation, graphical and economic-statistical presentation of research results, etc.

The results obtained can serve as a prerequisite for further research on optimizing corporate culture.

1.1 The essence and principles of corporate culture formation

The success of an organization depends to a large extent on the extent to which the employees of this organization are united by common goals and a common attitude towards their work. A powerful strategic tool that allows you to orient all departments and individuals towards common goals, mobilize employee initiative, and ensure and facilitate communication is corporate culture. It is what makes an organization unique, shapes its history and organizational structure, rules of communication and decision-making, internal rituals and legends.

If we define corporate culture as the way of existence of an organization, it will become clear that it will change along with changes in external conditions of existence.

Corporate culture is a set of values, ideas, concepts and beliefs shared by all members of the organization, as well as behavioral norms and artifacts that the organization creates as it overcomes internal and external obstacles on the path to success and prosperity. It becomes an attribute of a modern corporation, acquires a functional orientation, which predetermines the coincidence of the values ​​of the organization and the employee, and the qualitative improvement of their joint life activities.

Every organization has its own culture. Just as character influences a person's behavior, organizational culture influences the behavior, opinions, and actions of people in a company. It determines how employees and managers approach problems, serve customers, deal with suppliers, respond to competitors, and how they generally operate now and in the future. It determines the organization’s place in the surrounding world, personifies those unwritten laws, norms and rules that unite the members of the organization and bind them together.

In the literature on organization theory, there is no single generally accepted definition of corporate culture. Many authors perceive it as a system of common opinions and values ​​shared by all members of the organization, as a characteristic feature that distinguishes one organization from another.

One of the most serious researchers of corporate culture
E. Schein defines it as “a model of behavioral norms shared by everyone, which has been used in the past and recognized as correct and, therefore, must be transferred for assimilation to new members of the organization as the only correct way of perceiving, representing and relating...”. He believes that culture is manifested at the behavioral level and in generally accepted values, but the essence of culture lies in the hidden feelings and ideas inherent in the group. E. Schein excludes behavior from the definition of culture, believing that in an organization it is determined by many other factors in addition to cultural ones.

According to E. Schein, the meaning of the term “corporate culture” includes basic concepts (basicassumptions) and beliefs shared by members of the organization (beliefs), which operate on a subconscious level and are expressed in the organization’s taken-for-granted attitude towards itself and the world around it. These concepts and beliefs are reflected in the behavioral patterns acquired by the group in the process of survival and struggle with external and internal problems. Such behavior patterns are taken for granted because they have stood the test of time, having been successfully solved many times over. problematic situations. And this deeper, internal level of culture should be distinguished from the superficial external one, which manifests itself in artifacts and values.

So, by corporate culture, E. Shane means a set of basic concepts invented, discovered or created by a given social group as they solve problems of external adaptation and internal organization, which “worked” in the past and have proven themselves to be reliable and correct, therefore, they new employees can be trained as role models. The researcher saw in corporate culture a kind of constant process through which the behavior patterns adopted in the organization are transferred to its new members, modified and adapted over time under the influence of internal and external influences. E. Schein considered culture not so much a by-product of an organization, but rather an integral part of it, which influences the behavior of its members and the effectiveness of its activities (20, p.84).

J. Kotter and J. Heskett, like E. Schein, considering behavior as part of culture, distinguish two levels of it: value and behavioral. According to their definition, values ​​are “beliefs about what is vitally important; values ​​vary from company to company: in some it is money, in others it is technological inventions or the well-being of employees.” Having received their recognition, certain values ​​are stably and invariably reinforced in the organization, regardless of the fact that some members of the organization come and go. In some cases, values ​​become so ingrained and taken for granted that people are not aware of them and do not perceive them from the outside. According to J. Kotter and J. Heskett, behavior reflects what members of an organization actually do every day, these are “patterns and lifestyles that are welcomed and supported in members of the organization.” For example, in one team people are hardworking, in another they are friendly, etc. Behavior is easier to measure than values, although behavior can be ingrained (20, p.85).

Many authors define corporate culture as a set of generally accepted behaviors, artifacts, values, beliefs and concepts that are developed in an organization as it “learns” to cope with external and internal challenges on the path to success and in the struggle for survival. In this case, two levels are distinguished: external and internal. Externals include artifacts, behavior patterns, speech, formal laws, technical know-how, and ways of producing and using goods. The internal level is hidden from external observation, located in the minds of organization members and includes ways of thinking, ideas, beliefs, values, attitudes, and ways of perceiving the world around us.

There are a number of most common definitions of corporate culture, each of which reflects one or more characteristic features of culture in an organization, but none of them conveys the essence of this concept.

L. Cummings noted that “organizational culture is, in essence, a solution to the contradictions that are naturally present in the organization.”

P. Drucker considered corporate culture as “a true organizing principle.” Since it is an environment created by the joint activities of people, it leads them to unite joint efforts without any visible measures on the part of the control center.

J. Kotter and J. Heskett define corporate culture as a “socially constructed reality” and, therefore, how we perceive and implement culture determines how culture is defined and how it changes.

Some authors have developed classifications of definitions and typologies of schools and directions. For example, L. Smirsich in 1983 systematized the existing definitions and derived three approaches, according to which corporate culture can be considered as: an independent external component introduced into the organization from the outside; internal component of the organization; key comparison in the concept of organization; the essence of the organization.

In the first approach, corporate culture is considered as a very broad category, a background factor, almost synonymous with the concept of country. Culture is a set of ideas and values ​​that shape a person’s society, social activities and social interactions (in the family, group, with friends, work experience in this and other organizations). This approach views the organization only as a context in which the variables of national cultures appear. From this point of view, the organization is only passively influenced by the preconceived notions of its employees.

The second approach, according to M. Lowis, S. Seel and J. Martin, M. Powers, T. Deal and A. Kennedy, is based on the fact that organizations themselves create their own cultures. Representatives of this approach focus on the unique “rituals, legends and ceremonies that emerge from the environment created by company management through established rules, structure, norms and goals.” At the same time, the authors of this approach recognize that a company may have both a dominant culture and subcultures, between which there may be contradictions.

The third approach considers corporate culture as the essence of the organization, its main distinctive quality. As L. Smirsich noted, some researchers believe that “an organization should be considered as a culture,” i.e. organization is culture. They refuse to recognize culture as something the organization has and recognize it as something the organization is. Consequently, culture cannot be distinguished as a separate component of the organization, since culture is the organization.

Most functions of organizational culture are important both to the organization and to each of its members. The value of organizational culture to an organization is that it enhances organizational cohesion and creates consistency in employee behavior. For employees, organizational culture serves as a kind of compass for choosing the right type of behavior necessary for successful work in the organization.

However, some negative aspects of organizational culture should not be ignored, which greatly influence the achievement of organizational goals. What is meant here is that organizational culture can sometimes come into conflict with the environmental conditions surrounding the organization. Thus, if the environment is subject to rapid changes, then the organizational culture developed over the years no longer corresponds to these changes, and then the company, forced to adapt to new external conditions, has to form a new organizational culture and revise the regulatory system labor relations in the organization.

Organizational culture is a complex and comprehensive component of any production environment. And although there is no general agreement on what corporate culture is and how it influences the activities of an organization, all researchers are unanimous that it exists and influences.

Thus, corporate culture – this is a system of material and spiritual values, manifestations, interacting with each other, inherent in a given corporation, reflecting its individuality and perception of itself and others in the social and material environment, manifested in behavior, interaction, perception of itself and the environment .

The principles that should be relied upon when examining and assessing the state of corporate culture can be defined as follows:

1) scientific character, the use of the achievements of scientific disciplines that have as their object a person, social communities, organizations, labor;

2) consistency in the perception of objects of research and management and factors influencing the behavior of objects and elements of their culture;

3) humanism, based on the recognition of the individual as the highest value, and spirituality as the goal and means of development of the individual and society;

4) presentation of the corporation as a part of society, as a collective member of the community;

5) professionalism, which presupposes that the researcher and manager have adequate education, experience and contextual skills to effectively manage corporate culture.

The main features of a cultural corporation:

– a cultural corporation is a modern organization for all cultural factors (material and spiritual);

- this is a harmonious organization in which individual elements of culture correspond to each other in terms of their level of development, direction, ideas, goals, objectives, methods of achieving goals;

– this is an organization that lives by law, and not “by concepts”;

is a socio-economic and technical system;

is an organization in which people are perceived as the main value and, therefore, they organize interaction between people and groups at the psychological level, since the most valuable thing in a person is his soul (this view of the corporation’s employees, or the point of view, or the moral position of the manager, or the approach can be called a systemic socio-psychological approach);

is a developing organization that builds its relationships with subjects of the internal and external environment on the basis of an understanding of their systemic essence and uniqueness and spares no effort in obtaining more and more new knowledge about business partners and employees for their better understanding.

1.2 Main elements of corporate culture

Modern corporate culture ensures the formation of moral and ethical values ​​and guidelines for the life of the corporation, encouraging the potential of intellectual and spiritual energy of human resources for the effective implementation of its mission. Under the direct influence of corporate culture, connections are strengthened ( social partnership) workers with management, unification (solidarity) of workers at all levels based on the values, norms and traditions of the organization, increasing their responsibility for the quality of activities. Its role in creating corporate identity aimed at developing a culture of quality, organizational prosperity, promoting job satisfaction and increasing social contribution to society.

Let's call main elements of corporate culture .

Mission of the organization- this is the concept of its life activity, determined by the principle of social responsibility and which is the basis of all activities. The mission expresses the main meaning of the organization’s existence, its values, determines its role in the system of social relations, and formulates the principles of interaction with the environment. The mission forms the image of the enterprise, which will distinguish it from competitors.

Team spirit, management and leadership style. In order for management's actions to contribute to the formation and strengthening of corporate culture, the manager must be consistent in his behavior. People learn more about corporate culture from observed behavioral responses than from slogans posted on the wall or stated organizational policies. There is an old saying: “I can’t hear what you say because your actions speak louder than your words.” Corporate culture is transmitted through the manager's response to an employee's actions. Consistency in management responses plays a major role in maintaining certain cultural norms.

One of the forms of business interaction can be called the process socialization. No matter how effective recruitment processes are, new employees may not immediately become familiar with and fit into the organizational culture. To become a full member of the team, it is not enough for a new employee to be a good professional; he must master all the norms and rules that exist in the company and recognize them. From how fast new employee begins to perceive and share the values ​​of the organization, the success of his entry into the environment and the effectiveness of his work depends. The process by which new team members acquire the values ​​and norms necessary to join the team is called socialization. Different companies organize this process differently. Some leave it to beginners to learn on their own new job and get to know the team, in others, on the contrary, this constitutes a whole ritual.

Communication with each other within the firm (production climate) will ultimately determine how well the organization will be customer oriented. The organizational structure should be created in such a way that everyone faces the customer, not the manager. The employee is responsible for the results of work to an internal or external client. The boss acts as a mentor who supports his employees working for the client. The criterion for evaluating an employee is the satisfaction with the results of his work expressed by the client.

Form style– this is an essential part of corporate culture, forming the impression of the organization among the social environment; this is the face, appearance, way of existence of a company, distinguished by a set of unique techniques, manners of behavior, characteristics of communication and manifested mainly in behavior in relation to the subjects of interaction of the corporation in the external and internal environment. Its formation is an internal matter of the company, which is the subject of tireless concern of all personnel. At the same time, all organizations without exception carry out external activities in order to create favorable conditions for adaptation in a competitive environment.

1.3 Foreign experience in the formation of corporate culture

The basis for the development of any successful company is its corporate culture. The formation of a corporate culture is always associated with a number of innovations aimed at achieving business goals and thereby maintaining the company’s competitiveness in the market.

According to research from the Management Association, the ability to create and develop a corporate culture that encourages innovation and change management is among the top three priorities for business development.

Corporate culture is a set of rules offered by a company to its employees. You can determine at what level of development the culture in a company is by looking at the people who work in it.

In the West, corporate universities appeared with the development of competition in the context of economic globalization. Therefore, it was so important for each corporation to identify a system of collective and personal values ​​accepted and shared by all members of the organization, where such concepts as participation, self-determination, team, personality disclosure, and creativity came first.

The Corporate University as an organization has its origins in corporate America in the early 20th century, when General Motors first created the General Motors Institute in 1927 to train its employees. This corporate university operated with a budget of approximately $100 million, 99 departments in 21 countries, and a permanent staff of 400 employees. Another oldest university, Hamburger University, appeared in 1961 at McDonald's. It was created solely to train employees of McDonald's restaurants scattered around the world in various aspects of doing business.

Currently, corporate university is a widely recognized and well-established practice in many large American companies (IBM, GE, McDonald's, Motorola). However, in Western understanding, it is usually defined as “a department or department that, through interaction with suppliers and conducting a wide range of research, provides training to personnel and plays a key role in creating a senior management team. At the same time, it is strategically focused on the development of individuals for efficient work divisions, and ultimately, the entire organization." Also, European companies (Siemens Management Learning), DaimlerChrysler (Germany), Heineken (Netherlands) mean a corporate university as “a place for the exchange of knowledge and competencies” or as “a link between the transfer of knowledge and its creation.”

Let's take Germany. For example, a Nutzwerk employee could be fired if he is caught complaining about life at his workplace. The contract that Nutzwerk employees fill out when they start working includes the following clause: “...complaints to Nutzwerk are prohibited...unless they are accompanied by constructive suggestions for improving the current situation.” Negative energy affects not only the employee’s mood, but also productivity. “If you want your company to be interesting and fun, and if you want to achieve truly significant goals, then you are unlikely to achieve this if your employees are constantly in a bad mood. In this case, they are simply wasting time, and this time belongs to the company,” says the head of the company. A special Internet site “Be happy” was even created. Those people who have just come to work at Nutzwerk find themselves literally confused by the atmosphere of general friendliness that reigns in this company.

One of the largest US banks considers human resources, namely its staff, its most valuable assets and main competitive advantage. It is not surprising that in the field of human resource management it is considered one of the best financial institutions in the American banking industry. Wells Fargo has excellent conditions for personnel: training and advanced training; high image of his former employees on the labor market. Caring attitude towards staff is an integral part of the bank’s corporate culture.

In Japan, despite the long-term influence of other cultural systems, especially the American one, the traditional idea that a company is one family still dominates. Lifetime employment is still used. The company's management strives for stability and reliability; no one wants its composition to change: everyone works until the last minute and expects one hundred percent commitment from each employee, regardless of his family and other circumstances. Employees want to work until retirement and hope that their merits and loyalty to the company will be taken into account. A person is hired after a thorough background check, often based on a recommendation. The main requirement is loyalty to the company.

In Japan, the law of seniority applies in almost all organizations. After work, the boss often calls his young employees to a cafe, where he treats them and gives them advice on both work and personal issues; this is a unique way of motivating work. Since employees typically devote their entire lives to one company, close ties are established within the organization based on collective mutual trust. No one raises their voice at meetings. Everyone peacefully nods at the incoming proposal, the discussion process goes smoothly and even boringly. The entire company bears joint responsibility to society. If, for example, it turns out that one of the company’s employees did something wrong, then all employees - from the cleaning lady to the director - who were on site at the time of receiving this news will lower their heads and sincerely apologize. Until retirement, company employees live in the same group their entire lives. Therefore, they strive to avoid conflicts so that all members of this family can feel good.

Thus, each country has its own corporate culture - in America the culture of success dominates, in Europe - harmony, in Japan - synthesis. But it is based on basic principles:

– Usually the responsibilities of each specialist are clearly defined in job description, the company expects the employee to work according to the rules, for which a material reward is given;

– Almost all Western companies have requirements for clothing style;

– Corporate events, trainings, and seminars are required to maintain the team spirit and to develop the inimitability and value of the company’s culture;

– Much attention is paid to the communication system and language of communication in the team;

– Awareness of time, attitude towards it and its use;

– Relationships between people, values ​​and norms;

– Motivation.

As an example, we can cite a number of foreign companies that have achieved success thanks to a clearly calibrated corporate culture and thoughtful management psychology, which speaks for itself: Digital Equipment, Emerson Electric, Hewlett-Packard, IBM, Procter & Gamble, Texas Instruments, Eastman Kodak, Caterpillar Tractor, Dana Corporation, Minnesota Mining & Manufacturing, Delta Airlines, Marriott, McDonald's, Boeing.

2 Features of the Russian model of corporate culture

2.1 Features of corporate culture
in a post-socialist economy

The characteristic features of the late period of Soviet management culture, researchers included the predominance of the “prohibitive” orientation of norms and rules, a clear description of the functions of workers, formalized relationships, the desire to create conditions for cooperation between workers at all levels in production and management, mainly hierarchical structure management, emphasizing power functions at each level of the management hierarchy, focusing on punishment for mistakes, strict control over the implementation of job duties and instructions, encouraging universalism, combining professions and responsibilities, centralizing decision-making and responsibility, updating (primarily) the strategic objectives of the organization's development , emphasis on long-term planning.

Socio-economic and cultural reforms in post-Soviet Russia have led to a number of significant changes in the labor motivation of enterprise employees, affecting the goals of work, evaluation of its results, ideas about private property, self-identification and relationships with the team and management of the enterprise. The methods of influencing motivation used at the level of an individual enterprise and society as a whole have also changed.

Let us conduct a comparative analysis of a number of characteristics of work motivation for the Soviet and post-Soviet periods of development of Russian society.

In Soviet times, work was considered a natural universal duty and had the character of a moral imperative: “Our work is a matter of honor.” Refusal to work - parasitism - was morally condemned by the overwhelming majority of the population and, moreover, was prosecuted by law. An adult was obliged to work at a state enterprise (or, which is actually the same thing, on a collective farm). Activities within the framework of " free profession“was not considered work - a classic example is the case of the poet convicted of parasitism, later Nobel laureate I. Brodsky, whose non-institutionalized poetic creativity was not considered as socially useful work. Instilling thoughts about the natural nature of work was one of the main tasks of the socialization mechanism, which it mostly coped with.

In the post-Soviet period, the basis of moral legitimation has changed. Work is no longer an obligation, especially one prescribed by law. The need to work is motivated economically as a means to earn money and support a family. A number of consequences follow from this: firstly, if there are independent means of subsistence (for example, an inheritance received, existing savings, interest on bank deposits and securities, etc.), a person can quite legally live on these funds without being subject to public condemnation. Accordingly, the level of control over income is also reduced: an individual’s obligations arise only before the tax authorities and are still of a rather conditional nature due to the difficulty of covering the entire population and the novelty of tax control procedures. Secondly, the gender structure of labor motivation is changing: if in the Soviet period, as a rule, both family members worked even if there were children, now, if the husband has sufficient earnings, the wife can quite legitimately remain in the position of a housewife. Moreover, there is a large number of families where the main role in maintaining material well-being is played by a well-earning woman, while the husband takes care of the housework. The position of children is also changing, who are often voluntarily or forcedly involved in labor activity at a fairly early age, combining study with work or even sacrificing study for the sake of earning money. Thirdly, an individual can independently regulate the quantitative and qualitative parameters of his work activity, depending on his ideas about its goals.

The idea of ​​the goals of work in post-Soviet society has also changed. In Soviet times, it actually had a restrictionist character, that is, the purpose of the activity was to ensure an acceptable standard of living accepted in society. Indeed, in Soviet society, the overwhelming majority of the population lived more than modestly, but at the same time quite decently from the standpoint of an objective assessment of material needs. Since the individual’s main environment was at the same level of life as himself, there was no feeling of deprivation and deprivation, and the almost complete absence of advertising and the limitation of external sources of consumer information did not even give reason to think about the need to earn more to improve one’s material level.

The goal of work activity in post-Soviet society is objectively to maximize consumption. An employee under capitalism strives to work more intensively in order to provide himself and his family with the highest possible standard of living (and not just an acceptable one, as before).

A developed capitalist society is a society of general consumption, carried out in both real and symbolic form. The goods and services of a consumer society have a value that goes far beyond their objective use value. They become symbols of prestige and status, and as such they determine the assessment of their owner in the eyes of other people. The pursuit of more and more new symbols of prestige and status, which the consumer society forces its members to acquire at any cost, has acquired the character of a disease. This disease is actively spreading in post-Soviet society through media channels.

At the same time, there are features that distinguish the labor goals of modern Russian workers. As sociological surveys conducted by a group of the Institute of Comprehensive Social Research of the Russian Academy of Sciences show, the traditional idea that the right to property is the result of hard and honest work is greatly questioned by respondents. About half of the population is convinced that there is no relationship between conscientious work and wealth, and well-being is determined by personal connections and chance.

As shown by those carried out in 1999-2000. According to research by the Institute of Sociology of the Russian Academy of Sciences, employees of Russian enterprises use both a traditional restrictionist strategy of labor behavior and a labor maximization strategy characteristic of new market conditions. The first strategy is more characteristic of older employees of joint-stock enterprises, and the second – youth oriented towards private enterprises.

Soviet workers, collective farmers and people of intellectual labor were called “workers,” while now researchers are talking about the formation of a new social stratum of “hired workers.” Despite the typological similarity of these concepts, there are significant differences between them. According to generally accepted ideas, there was no exploitation of workers in a socialist society. Without going into a deep economic analysis of the state of affairs and the role of the nomenklatura as the actual class of owners, we note that this idea is indeed seriously rooted in the minds of the working people.

In a capitalist society, employees are clearly aware that they work for a corporation and its specific owners. Russian hired workers see the need to work “for someone” as an insult to their dignity. This is especially true for service sector workers, who for the most part have not developed the necessary stereotype of a helpful and respectful attitude towards the client as a source of their income.

Soviet directors always linked their interests with the interests of the workers of their enterprise. This attitude was largely maintained during the reform period of the 90s. However, the tendency to replace public interest personal, which can be explained by the following reasons. Firstly, if in the Soviet period the director only managed the funds of his enterprise on behalf of the company, then in market conditions the directors became owners of a significant share of the shares of privatized enterprises, thereby receiving a completely legal source of enrichment. Secondly, the directors of most Russian enterprises fully control them, even if the formal owners are external shareholders. Control opens up rich opportunities to satisfy one's own interests. Thirdly, in the 1990s. Many directors are convinced that it is no longer within their power to ensure normal, progressive economic development. Combined with the rapid enrichment of many dubious individuals, this belief led the directors to want to ensure at least their personal interests.

Specific studies in this area indicate the presence of two managerial strategies during the transition period, which indicates the contradictory nature of Russian corporate management. The first type of strategy, when managers “do not separate their own interests from the interests of the workforce,” is traditionalist. It affects 73% of enterprises that choose a “passive survival” strategy, and 15% of enterprises that prefer a “active survival” strategy. The second type of strategy, when “employees become an element of costs in the enterprise’s activities, an object rather than a subject of control,” is inherent in enterprises with the strategy of “active survival” (63%) and, to a much lesser extent, in “passively surviving” enterprises.

Thus, there is a correlation between the active survival strategies of the enterprise and the harsh, impersonal attitude of corporate managers towards its employees, on the one hand, and between passive wait-and-see strategies and the collectivist type of management, on the other.

2.2 Modern Russian model of corporate culture

The core of organizational culture is undoubtedly the values ​​on the basis of which norms and forms of behavior in the organization are developed. It is the values ​​shared and declared by the founders and most authoritative members of the organization that often become the key link on which the cohesion of employees depends, the unity of views and actions is formed, and, consequently, the achievement of the organization’s goals is ensured.

Values ​​are the properties of a social object to satisfy certain needs of an individual or group. In relation to organizational culture, values ​​can be defined as a target and desirable event, since a person always takes an assessment position in relation to all elements of his external environment. Values ​​in this case serve as an incentive, a necessary condition for any kind of interaction.

Due to social inequality that exists both in society and in any organization, values ​​are distributed unevenly among people. It is on the unequal distribution of values ​​that relations of power and subordination are built, all types economic relations, friendships, partnerships, etc. Sociologists call the distribution of values ​​in a social group, for example, among company employees, the value image of a given group or organization.

Welfare values ​​are distinguished, by which we mean those values ​​that are a necessary condition for maintaining the physical and mental activity of people. Famous sociologist S.S. Frolov attributes the following values ​​to them: well-being (includes health and safety), wealth (possession of various material goods and services), skill (professionalism in certain types of activities), education (knowledge, information potential and cultural connections), respect (includes includes status, prestige, fame and reputation). The group of moral values ​​includes kindness, justice, virtue and other moral qualities. Such a value as power is considered one of the most universal and significant, since it allows you to acquire any other value.

Corporate values ​​and norms include the following:

– the purpose of the organization and its “face” (high level of technology; highest quality; leadership in its industry; dedication to the spirit of the profession; innovation and others);

– seniority and power (the powers inherent in a position or person; respect for seniority and power; seniority as a criterion of power, etc.);

– the importance of various leadership positions and functions (importance of leadership positions, roles and powers of departments and service);

– treatment of people (concern for people and their needs; impartial treatment and favoritism; privileges; respect for individual rights; training and development opportunities; careers; fairness in pay; motivating people);

– selection criteria for leadership and supervisory positions (seniority or performance; priorities in internal selection; influence of informal relationships and groups, etc.);

– work organization and discipline (voluntary or forced discipline; flexibility in changing roles; use of new forms of work organization, etc.);

– decision-making processes (who makes the decision, with whom consultations are held; individual or collective decision-making; the need for consent, the possibility of compromise, etc.);

– dissemination and exchange of information (employee awareness; ease of information exchange);

– the nature of contacts (preference for personal or written contacts; rigidity or flexibility in the use of established channels of official communication; the importance attached to formal aspects; the possibility of contact with senior management; the use of meetings; who is invited and to which meetings; norms of behavior during meetings);

– the nature of socialization (who communicates with whom during and after work; existing barriers; special conditions communication);

– ways to resolve conflicts (the desire to avoid conflict and compromise; preference for using official or unofficial ways; participation of top management in resolving conflict situations, etc.);

– assessment of work effectiveness (real or formal; hidden or open; by whom it is carried out; how the results are used).

It is hardly possible to provide any generalized list of corporate values, since organizational culture is almost always an original mixture of values, attitudes, norms, habits, traditions, behaviors and rituals unique to a given organization. The pursuit of common values ​​can unite people into groups, creating a powerful force in achieving their goals. This aspect of values ​​is widely used in organizational culture because it allows people to be directed toward achieving their goals.

As studies show, a modern highly qualified employee wants to get something more from the organization than just wages. The emergence and impact of a number of social factors led to the formation of a significant layer of modern work force, whose expectations are very different from those that prevailed among the previous generation of workers. Modern workers They expect not only to be financially successful, but also prefer to feel psychologically comfortable in an organization whose cultural values ​​correspond to their personal value orientations.

Every organization operates in accordance with the values ​​that are essential to its employees. When creating organizational cultures, it is necessary to take into account the social ideals and cultural traditions of the country. In addition, for a more complete understanding and assimilation of values ​​by employees of the organization, it is important to ensure various manifestations of corporate values ​​within the organization. The gradual acceptance of these values ​​by members of the organization will allow them to achieve stability and great success in the development of the organization.

Sharing and developing the views of modern domestic psychologist
YES. Leontiev, three main forms of existence of corporate values ​​can be distinguished:

1) ideals – generalized ideas about excellence in various manifestations and areas of the organization’s activities developed by management and shared by them,

2) the embodiment of these ideals in the activities and behavior of employees within the organization,

3) internal motivational structures of the personality of the organization’s employees, encouraging them to embody corporate value ideals in their behavior and activities.

These forms have a hierarchical structure of awareness by employees and gradually transform into one another: organizational and cultural ideals are assimilated by employees and begin to encourage their activity as “models of what should be”, resulting in the substantive embodiment of these models. Substantively embodied values, in turn, become the basis for the formation of organizational ideals, and so on ad infinitum. This process is repeated, continuously improving at each new stage of development of the organization’s corporate culture.

In addition to values, the structure of corporate culture includes intra-organizational norms and social roles. Norms are understood as generalized rules governing employee behavior that lead to the achievement of organizational goals. Roles determine everyone’s contribution to joint activities, depending on their formal or informal position in the organization, as well as mutual expectations and mutual control of employees. From a sociological point of view, personnel is a group of workers, each of whom accepts and shares common goals, values ​​and norms of the organization, has certain personal value orientations, has the necessary set of qualities and skills that allow him to take a certain position in social structure organization and play a corresponding social role.

In Russia, the concept of “organizational culture” in the theory and practice of organizational management in the aspect discussed above was practically not used until recently. However, this does not mean that our country does not have organizations with a developed corporate culture.

As a rule, many fairly large organizations with a long history of existence and a large number of employees have a developed culture. There are many such enterprises in mechanical engineering, energy, manufacturing and other leading sectors of the economy. Their corporate culture usually reflects almost all facets of the above “value pyramid” of the organization. It should be taken into account that the significant changes that have taken place in the last decade in the political, economic and spiritual spheres of life of Russian society have largely had a negative impact on social and personal value systems. The elements of the market economy affected primarily the largest enterprises in the country, putting them on the brink of bankruptcy, forcing them to suspend production and reduce the number of employees. Of course, all this dealt a serious blow to the corporate cultures of these industrial giants. At the same time, a considerable part of other enterprises, relying on the previous culture and traditions, managed not only to survive in the competition, but also began to develop successfully. Private business has also begun to pay increasing attention to the development of corporate culture.

Becoming a member of an organization, each of us gradually learns its rules and norms of behavior, as well as ideals, which can later become value and life guidelines of the individual. Undoubtedly, the corporate culture of an organization, within which socialization and personality formation continues, bears enormous responsibility for the future fate of its members.

Currently, in the domestic theory and practice of management, interest in the study of corporate culture has become more active. Scientists and specialists often pay attention to the culture of an organization, giving it a special place in management activities at all levels. For example, a well-known domestic specialist in the field of social psychology and management T.Yu. Bazarov believes that “mastering the latest management technologies is impossible without mastering the fundamentals of the organizational and cultural approach, which provides a comprehensive understanding of the processes of evolution and functioning of various organizations, taking into account the deep mechanisms of people’s behavior in multifunctional, dynamically changing contexts.” Problems of forming and maintaining organizational culture began to be studied in basic management courses and were included in special management courses at a number of universities and training centers countries .

2.3 Corporate culture of MSU named after N.P. Ogareva

Corporate culture is considered as a set of collective basic ideas acquired by the university when solving problems of adaptation to changes in the external environment and internal integration, the effectiveness of which is sufficient to consider them valuable and transfer them to new members of the university community as the correct system for perceiving and resolving these problems. The assessment of corporate culture is based on the degree of its compliance with the mission, strategy and goals of the university.

Mordovian State University- ancestor higher education Republic of Mordovia. Created in 1931 as an educational institute, by the end of the 20th century it gained fame as a large, dynamically developing educational, scientific and cultural center of Russia, whose activities include a wide range of educational and research services, allowing for the development of partnerships with consumers and various social groups , educational and scientific centers, authorities and the public.

The university serves the comprehensive improvement of society, affirms the ideals of freedom and democracy, promotes the intellectual, socio-economic, cultural and ethnic development of Mordovia and Russia through the expansion of knowledge and its application in real life.

The basic principles of the university's activities are fundamentality, quality, continuity and continuity of education and science, unity of teaching, research and education, integration into the regional and global educational community. The University, as a community of scientists, teachers, staff and students, is the guardian of the high spirit of academic freedom and corporate ethics.

The University highly values ​​and retains its specificity as a multidisciplinary classical university, which expands opportunities for a productive combination of fundamental and vocational training specialists, formation and development of scientific schools.

The university supports integration into the global system of higher education, takes into account general trends in the development of education and science, and at the same time preserves and develops the best traditions of the domestic education system. He is a Russian leader in the integration of regional education systems, his example of creating a university educational district in 1993 has been widely recognized in Russia and has a positive impact on academic convergence educational institutions, development of pre-university, post-graduate and additional education in the region.

The university forms and supports students’ desire for continuous updating of knowledge, their intellectual and social activity, the need to serve people, and awareness of responsibility to Mordovia and Russia.

The University values ​​and is proud of its autonomy, which allows it to speak on behalf of truth and morality and imposes upon it great responsibility.

The autonomy of the university and its strategic goals place high demands on the management system, designed to ensure:

– flexible and adaptive response to changes in external and internal environmental factors;

– effective interaction with federal, regional and municipal authorities;

– parity between traditions and innovations;

– clear delineation of powers and responsibilities of structural units;

– development of processes of self-organization and self-government in structural divisions and student communities.

The activities of the university are based on multi-channel financing, on increasing the efficiency of using all resources at its disposal, which is recognized as an important factor in strengthening its financial condition and developing human, scientific and material potential.

To implement the principles of corporate culture, the university:

– strives for democratization, ensuring accessibility of education for all citizens, while maintaining high quality standards of the scientific and educational process and strengthening its research and intellectual potential;

– creates the necessary conditions for students to achieve a cultural and educational level that allows them to acquire knowledge about the world around them, human society, while recognizing the existence of the diversity of abilities and needs of people in different types, types and levels of education;

– provides, on the basis of an interdisciplinary approach that involves the integration of fundamental natural science and humanities knowledge, not only the transfer of knowledge, but intellectual-elite training and education of its students and graduate students;

– forms in students and listeners the ability for self-determination, along with a persistent need for self-education throughout life, intellectual and communicative creativity, strategies for life creativity, an active civic position based on universal solidarity;

– creates conditions conducive to the realization of the intellectual, professional and personal potential of its employees;

– with full responsibility to society for its mission, encourages an atmosphere of intellectual freedom and mutual understanding, while maintaining the traditional autonomy of departments and academic freedom;

– is guided in management by the principles of democracy, collegiality and cooperation;

– develops fundamental and applied scientific research, promotes the development of culture and education;

– creates the necessary conditions for the formation of the scientific community, the establishment of scientific schools, development and integration research activities various scientists professional level and age.

The implementation of the university’s mission is possible if the following requirements are presented to the personalities of employees and if each member of the team complies with the following principles of corporate behavior:

– shares the mission of the university and honors its traditions;

– shows an example of a professional attitude to implementation official duties, is a model of decency, complies with labor and academic discipline;

– sets a high level of culture, morality and morality in his behavior within the university community;

– increases the level professional excellence, continuously strives to improve the quality of the educational process, using its strengths and abilities to engage in research activities and implement its results in teaching;

– promotes the exchange of knowledge and research results between institutions, while focusing on the goals and objectives of the university’s development, and maintaining the priorities of its intellectual property;

– does not take actions that damage the interests of the university, suppresses any attempts to discredit its honor and authority;

– forms a positive and worthy image of the university and its employees through professional activities, public speaking, personal conversations;

– is guided by the principles of trust, mutual respect, equality, openness, honesty and fairness in relations with colleagues, students and university partners;

– respects the private life of colleagues, not allowing discussion or any interference in it.

The university prohibits any form of humiliation of human dignity, discrimination and protectionism, including on party and religious grounds.

The corporate culture of the university is based on the postulate that the success of the organization is determined not so much by strict control, but by instilling a sense of discipline in the daily activities of employees. If people are given greater freedom, they themselves are responsible for their actions. Creating an organization where discipline is the norm takes a lot of time and effort. But, once created, it allows employees at all levels to work as efficiently as possible. The most effective means of developing self-discipline are establishing clear standards for work performance, democratizing access to information, and developing a culture of continuous change.

To provide feedback, sociological surveys are widely used, which make it possible to identify employees’ points of view on certain aspects of university life.

Introduction to corporate culture begins at the university immediately after being hired or studying. Activities are being carried out to familiarize employees with safety precautions and general working conditions. The principle of “lifelong learning” applies to all staff and teachers. Everyone has the opportunity to improve their qualifications in any field and at the same time feels the support and approval of the university administration. The university conducts trainings and seminars that teach employees the necessary skills, from mastering information technology before the development of communication abilities.

Within the framework of university culture, a student subculture is being formed. In this case, students are considered not as “clients”, but as members of a team, with their own interests and needs. They are emphasized when formulating the norms and rules of the university’s organizational culture (management and administration style, norms of behavior and attitude towards students). One of the main mechanisms for the formation of a student subculture is the creation of a system of student self-government.

One of the forms of socialization of students is the initiation ritual. In September, as part of the adaptation of newcomers, Freshman Days are held. First, they get acquainted with the university, its rules and traditions. This is followed by congratulations from the university management and teachers, and a concert organized by senior students. In order for first-year students to better get used to the new environment and get to know the university staff, excursions and sports matches are organized.

The student environment supports the desire for leadership and success in life, based on knowledge and social benefit, an orientation toward feelings of camaraderie and friendly support, and helping others..

An integral part of the university corporate culture is the stimulation of student activity. University students are known for their victories in all-Russian and international Olympiads, competitions, participation in international exchange programs, conferences and grant projects. Any creatively minded student is sure to find something to his liking at the university. There is a youth center here, which includes several dance groups, a KVN team, a teaching team, etc. All these groups not only take an active part in the life of the university and the city and region, but also regularly become winners in various competitions and competitions. Within industrial practice All students at the university must participate in the improvement of the university and the city.

Part of the university's corporate culture is working with alumni. The quality of higher education is best reflected in how successful graduates of a given university are. In the rating system of Western universities, one of the central indicators is how graduates have settled in life. Working with alumni, creating clubs, associations and alumni relations services is one of the pillars of the corporate culture of universities and, therefore, an important element in shaping their image and developing their internal culture.

The university website contains an information system for employment support, which includes searching for vacancies, posting resumes and information about vacancies. Every year the university, together with the administration and employment service, holds a Day open doors, in which employers, students and graduates take part.

The new university specificity led to the creation of a communication system and an open information space inside and outside the organization. The institution pays great attention to maintaining the work of the university portal, which has become a source of news and other various information about the university. Visitors to the site can also take a virtual tour of the university’s faculties, get acquainted with the university’s teaching staff, fill out the documents necessary for admission to the university, use electronic database university library.

3 Main directions for optimizing corporate culture

3.1 Stages of corporate culture formation

Currently, the role of corporate culture in the overall development strategy of organizations is steadily increasing. It is increasingly called the intangible basis for the development and success of any organization. Regardless of the presence of special departments, corporate culture in one form or another exists in almost any company from the moment of its formation and is business card companies.

Corporate culture is one of the most effective means of attracting and motivating employees. As soon as a person satisfies the needs of the first level (purely material), he has needs of a different level: for a worthy position in the team, recognition, self-realization, etc. And here corporate culture comes to the fore, one of the important functions of which is to support each member of the team, revealing his individuality and talents. Without a doubt, a fair and understandable motivation system (including both non-material and financial motivation) can contribute to positive acceptance of any corporate regulations.

Corporate culture gives people a sense of belonging and commitment; promotes communication and initiative; creates an effective, highly productive workforce. And the constant search for a lasting advantage over competitors leads directly to the need to address cultural issues.

Formation of corporate culture includes 3 main stages.

1. Analysis of the existing corporate culture. Before making the necessary changes to improve a company's culture, it is necessary to conduct research on the specific company culture. Every organization has its own unique corporate culture, and in order to take measures to improve it, you need to understand what is currently happening in the organization. This is difficult to do without a comprehensive analysis. The following methods are used for this purpose:

– observation (reconnaissance, momentary, fixed in significant situations);

– interviews with the group leader and representatives public organizations(aerobatic and partially standardized);

– complete survey of members production group according to a standardized questionnaire;

– analysis of production documentation reflecting the nature of the group’s activity and results.

2. Development of a project for the formation of corporate culture . Based on the conducted research, a project for the formation of a corporate culture is being developed, which includes the following work:

– defining the mission of the organization, systematizing existing ones and introducing new values.

It is necessary to identify the main already formed values ​​of the company and determine the main values ​​of the company in the future. Based on the current values ​​of the company and the vision of future values, three main groups can be obtained: positive values ​​that exist now and will be needed in the future; negative values ​​that exist now, but will not be needed in the future; positive values ​​that do not exist now, but will be needed in the future. Negative values ​​include: lack of initiative of employees, fear of managers to make decisions, low dedication of employees. According to the scheme, for the identified negative values ​​it is necessary to find the opposite values. For example, employee initiative, managers’ ability to make decisions, increasing employee productivity. Thus, for further work, only positive values ​​remain that need to be supported and that need to be formed.

Development of a corporate culture development project may also include:

– seminars for top officials of the Company (approval or adjustment of a certain management style);

– creation of a system of corporate / corporate standards;

– development of symbolism;

– release of an internal information publication about the Company’s achievements (a corporate publication through which the company’s employees can convey the necessary information);

- Creation personnel reserve;

– creation of a system feedback a team;

– development and training of personnel;

– development and implementation of regulations, norms, procedures (internal regulations, standards for quality customer service, information materials for the adaptation of new employees), solving other technical issues.

3. Introduction of corporate culture and creation of mechanisms for maintaining corporate culture. Next, based on the developed project for the formation of corporate culture, its gradual implementation is carried out.

However, it is not enough to form a corporate culture and leave it to its own devices, hoping for the autonomous existence of this system. The pace of modern business can quickly dispel such illusions. The main characteristic of corporate culture is its variability. As practice shows, the need to reform corporate culture arises when there is a quantitative change in personnel, in any direction. The processes of mergers and acquisitions of companies, the consolidation of assets within a single holding, and staff reductions are constantly taking place in the modern economy. Each of them involves dramatic changes in corporate culture. A new model of corporate culture, adapted to possible changes, can solve the problem. Unfortunately, often the main method of a new cultural policy is the dismissal of personnel at various levels. Changing an organization and its culture is achievable through replacing people - this is one of the technologies of a market economy. However, there are also less radical ways associated with selective changes in business strategy and methods, improvement of technology, or retraining of old employees.

All this indicates the need to create mechanisms for maintaining corporate culture. The logical result of all efforts should be a formalized system of corporate culture - a favorable environment in which the abilities of each employee will manifest themselves.

Picture 1 –Scheme of the mechanism for forming corporate culture

3.2 Improving the effectiveness of corporate culture

All changes in the organizational world in Lately point to the importance of not just strong corporate cultures, but flexible cultures that can adapt to new conditions.

In general, a team with an effective corporate culture is distinguished by the following:

– coherence, interaction (team spirit).

– satisfaction with work and pride in its results,

– dedication to the organization and willingness to meet its high standards,

– high demands on the quality of work,

– readiness for changes caused by the demands of progress and competition, despite difficulties and bureaucratic obstacles.

A strong culture is characterized by the fact that key corporate values actively supported and shared by almost all members of the organization. The more employees recognize core values ​​and the more committed they are to them, the stronger the organizational culture. And accordingly, a strong culture has a great influence on the behavior of organization members. Thus, one of the noticeable results of a strong culture is low employee turnover.

Forming or changing a corporate culture is usually a complex, lengthy and often painful process. It begins with the formulation of the main goals and objectives of the organization, with the creation of a strategic development plan and other fundamental documents. Only in this case will the corporate culture fulfill its purpose and contribute to the implementation of the organization’s goals and objectives in life. On the basis of these basic documents, the framework of corporate culture is built, including a description of the norms and standards of behavior of members of the organization, the creation or maintenance of its traditions and symbols.

Under what conditions will work to develop corporate culture bear fruit? Firstly, it is necessary to constantly inform employees about the steps being taken and explain to them the meaning of the changes being made. Secondly, it is necessary to involve people in solving issues important to the organization and rely on their capabilities. Thirdly, it is necessary to implement corporate culture in the form of visible actions and real models of behavior. Finally, a reward system is needed that is related to the employee’s membership in the organization.

For the successful operation of an enterprise, it is necessary to create a unified corporate culture for all employees. In accordance with the functions and structural components of corporate culture, this means:

– creation of common values;

– formation of effective internal connections that ensure interaction between employees;

– formation of relations between the enterprise and the external environment, especially public relations;

– setting common goals for all employees.

Corporate culture has a direct impact on the competitiveness of an enterprise. It manifests itself in the formation of a positive reputation and attractive image of the enterprise itself and its employees among business partners and the public. Secondly, the corporate culture is focused on innovation, increasing the labor potential of employees, forming the intellectual property of the enterprise, which enhances its competitiveness due to the presence of unique developments, technologies, and products.

The strength of an organizational culture is determined by at least two important factors: the degree to which organizational members accept the company's core values ​​and the degree to which they are committed to those values.

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

In order to achieve complete identification of employees with the organization, it is necessary to carry out a whole set of consistent measures, starting with the careful selection of candidates for employment in the organization. Already at the initial stage, during screening interviews with candidates, it is necessary to identify those whose personality traits and belief system are significantly inconsistent with the culture of the organization or contradict it.

The second step is taken after the newly hired employees are registered, when the candidates occupy the corresponding positions. Newly hired employees are exposed to a variety of intra-organizational influences that must be carefully planned and designed to make newcomers think about the company's existing system of norms and values ​​and whether they can accept them.

After the new employee experiences the first “culture shock”, the next step is to master the skills necessary for the job and the ways of performing work activities accepted in the given organization.

The next stage consists of a scrupulous analysis, assessment of the results of workers’ work and appropriate remuneration for each. Performance review and reward systems must be comprehensive and mutually consistent. In addition, attention should be focused on those aspects that are closely related to corporate values. Typically, in companies with a strong organizational culture, individuals who violate generally accepted norms are subject to various types of sanctions (from moral condemnation to administrative punishment). These sanctions can also be expressed in hidden form, for example, transferring an employee to another, less prestigious workplace.

The final step in the process of an employee mastering the entire system of corporate values ​​is the intra-organizational recognition and promotion of those employees who can serve as role models for other members of the organization. By highlighting such people as exemplary employees, the company encourages other employees to follow their example. This approach to the formation of role models in companies with a strong organizational culture is considered one of the most effective and ongoing forms of promoting corporate values.

Sometimes in the interests strategic management or under the influence of vital factors for a given organization, a decision is made on the need to change the adopted model of organizational culture. For example, the external environment has undergone such significant changes that the organization must either adapt to the new conditions or it will not be able to survive. Or when an organization is growing very rapidly and is recruiting new employees in numbers that exceed the number of existing personnel. There may be a conflict between the internal culture of the company and the values ​​prevailing in the external environment. When a company goes international, there inevitably arises the need to adapt corporate values ​​to the corresponding foreign cultures.

If there has been a merger of several organizations with different corporate cultures, then sometimes it takes a long time and significant effort to develop at the first stage a tolerant attitude towards other values, norms and rules of behavior, and already at the second and subsequent stages we can talk about the formation of a new corporate culture, acceptable to the majority of workers and incorporating elements of previous cultures. Certain difficulties may arise in developing the foundations of organizational culture among employees of different nationalities, since the basis of their personal value orientation is formed by national cultures.

Changing an already established corporate culture is not easy. Easily predictable obstacles and difficulties are associated with the need to change the motivational attitudes acquired by employees, existing relationships, with the redistribution of intra-organizational roles and changes in organizational structures, which together support and ensure the functioning of traditional corporate culture.

When changing organizational culture, it is very important to observe gradual and phased innovations. In addition, it is very important that the elements of the new corporate culture do not come into obvious conflict with the company’s existing value system. It is also necessary that the new cultural values ​​are accepted and supported by all senior leaders of the organization, demonstrating their commitment to them by example. Only in this case, “revaluation of corporate values” can not only be painless, but will also contribute to the prosperity of the organization in the future.

Conclusion

Thus, corporate (or organizational) culture is a set of behavioral norms, artifacts, values, ideas and concepts inherent in all members of the organization, which are formed by the founders of the organization and receive support, and are also subject to changes in the process of further life of the organization.

Corporate culture is a complex phenomenon. There is no single event that gives rise to culture, it is created through many social interactions superimposed on individual life experiences that change over time. Therefore, to understand corporate culture, it is necessary to take into account a wide range of experiences within and outside the organization. It is important to remember that it is created by people who are influenced by both internal and external factors. Culture cannot be viewed only as a product of an organization; it is formed by people, with their individual life experiences, ideas, and ways of thinking.

Three factors play the most important role in maintaining and strengthening organizational culture: personnel selection, senior management activities, socialization or acculturation.

Corporate culture forms a certain image of an organization that distinguishes it from any other; it creates a system of social stability in the organization, being a kind of social glue that helps to hold the organization together by ensuring its inherent standards of behavior. It creates a sense of community among all members of the organization and increases involvement and commitment to the organization. Corporate culture is the means by which norms of behavior and perception that are appropriate from the point of view of the organization are formed and controlled. It cannot be considered as something given, absolute: it constantly changes as people and events change in the organization.

There are many socially significant values ​​in the environment of the organization. In a new organization, on the basis of certain unifying principles, groups are created that are not clear in their attitude to corporate values. Each group with its own subculture is a factor that supports or undermines the values ​​​​proclaimed by the company's management. The task of management is to unite and support groups that are close in spirit to the corporate culture, and to weaken or divide those that oppose it.

The perception of corporate culture is individual, each member of the organization has his own idea of ​​it, and all these ideas are similar, but not identical. Each member of an organization has his own pre-formed beliefs that determine his understanding of the corporate culture. An individual's perception of culture is influenced by his previous life and professional experiences.

Corporate culture is manifested at the external and internal levels. The first includes the social and physical environment: artifacts, technology, visible and audible patterns of behavior, interior, clothing, language, etc. The second, hidden, level of corporate culture includes ideas, values, beliefs, ways of perceiving the world around us, etc. d.

A strong and cohesive corporate culture is an essential attribute of a successful company because it brings together employees who identify with their organization and strive to achieve a common goal through joint efforts. In such a company, key corporate values ​​are shared by all members of the organization, the dominant culture greatly influences the behavior of employees, the need for high structuring and formalization of the company’s activities disappears, and staff turnover decreases.
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Organizational culture means an ordered set of production, social and spiritual achievements of people 1 . Along with organizational culture, the concept is distinguished "corporate culture".

It is advisable to note that there are two approaches to the interpretation of the concepts of “organizational culture” and “corporate culture”. They are often considered synonyms, although this is methodologically incorrect. Analyzing the literature in the field of management and organizational behavior, one can also come across the concepts “ business culture" and "organizational culture". A number of researchers consider corporate culture as one of the types or stages of organizational culture (E.N. Skalyar, E.A. Kapitonov, V.A. Shakhovaya). Others identify the concepts of corporate and organizational cultures (T. Diehl, A. Kennedy, E. Shein, A.V. Plotnikov, O.S. Vikhansky).

Present textbook We adhere to the first approach, believing that in modern Russian conditions corporate culture is one of the basic elements of organizational culture.

In this regard, it makes sense to define what organizational and corporate culture are.

Organizational culture firm is a set of such phenomena as labor discipline, internal rules labor regulations, organization and standardization of labor, humanization of labor, motivational and social policies, personnel document flow, etc., enshrined in the relevant local regulations. Therefore, it can be argued that organizational culture exists in any enterprise in an explicit form, even if it is not written down as a separate document.

IN turn corporate culture of a company is, on the one hand, a set of moral and ethical principles, social norms and rules of behavior in the organization, as well as value orientations accepted and shared by the company’s employees and presented in the form of a number of cultural artifacts, and on the other hand, a complex of conscious and subconscious actions both employees and management of the company, formed as a result of the initial attitudes of the company’s founders and subsequent targeted understanding of the company’s activities aimed at achieving successful results.

Corporate culture can be recorded in writing, for example, the Regulations on the corporate culture of the company, posted in each department, where any employee can be familiar with it. There are times when the situation

0 corporate culture is published in the form of a separate beautiful booklet and is given to each employee, and primarily to those who are hired to work for the company. At the same time, it may not be recorded in any documents, but simply reflected in the minds of employees based on maintaining the traditions of the company, agreements between employees and management, and belief in certain collective ideals and values.

A company's corporate culture is important integral part management of employee behavior in the organization. In this capacity, it can be considered as a process and as a phenomenon. In the first case, this is the activity of forming and implementing a set of rules and norms. In the second case, this is the very set of principles, rules, norms, recorded in writing or orally and reflecting the philosophy of the company.

Let's consider the essence and main elements of organizational and corporate culture.

Corporate culture is accepted and shared by individual employees and the team as a whole without any evidence or any pressure from the company’s management on employees, because in one form or another it exists in any organization.

Corporate culture is the connecting link in the relations of employees and groups of employees in a company, allowing them to distinguish insiders and outsiders. This is especially evident during the period of adaptation of a new employee to the company. If he shares the principles of the existing corporate culture, then it is much easier for him to enter a new team in socially, and in production terms its activities will be much more efficient. If he is in an environment of a corporate culture that is alien to him, then he himself will experience dissatisfaction, and his activities will be constrained. Often in such a situation, people leave the company within the first two to three weeks of work, so the task of HR managers and line managers is to help them understand and accept the existing corporate culture.

A corporate culture can be formed as a result of the arrival of an informal leader with a strong influence on others to a newly created company with an unformed team. Its occurrence is facilitated by long-term Practical activities, which allowed us to gain a certain experience of collective relationships and traditions. It also brings great benefits natural selection best rules, norms and standards proposed by the team and the manager. In the described cases, corporate culture is implicit.

However, since recently corporate culture has become an important factor influencing the labor efficiency of an organization’s employees, the managers and owners of various newly created companies establish the rules and standards of culture themselves or with the involvement of specialists from consulting companies. In this case, the formation of a corporate culture is explicit. In particular, companies of this type include those that, by decision of their managers, build a corporate culture on Orthodox values ​​1 .

Typically, there are three levels of corporate culture (Fig. 8.1), with each subsequent one being less and less obvious.

Rice. 8.1.

The first, superficial level consists of visible objects, cultural artifacts: manner of dress, rules of behavior, physical symbols, organizational ceremonies, location of offices. All this can be seen, heard or understood by observing the behavior of other members of the organization.

The second level is the common values ​​and beliefs expressed in the words and deeds of the organization’s employees, consciously shared and cultivated by members of the organization, manifested in their stories, language, and symbols used.

The third level is the values ​​of the corporate culture that are so deeply rooted that employees simply stop noticing them. These basic, underlying assumptions and beliefs are the essence of corporate culture. They are the ones who guide people’s behavior and decisions on a subconscious level. In some organizations, the basic assumption is that people have an innate dislike for work, which implies that they will avoid their responsibilities whenever possible. The management of such an organization strictly controls the actions of employees, limits the degree of their freedom, and colleagues are suspicious of each other. The culture of more “enlightened” organizations is based on the assumption that each individual strives to perform his assigned responsibilities to a high level. In such companies, employees have greater freedom and greater responsibility, colleagues trust each other and work together. Basic assumptions often stem from the core beliefs of the firm's founder or early executives.

Let's consider the main elements of corporate culture.

Symbols are objects, actions or events that have meaning to others. Symbols associated with corporate culture convey to people the most important values ​​of the organization.

Legends are often repeated narratives based on real events that took place in the company, known to all employees of the organization. They usually express in implicit form the core values ​​of the corporate culture.

Heroes are people who personify deeds, exploits, character or attributes of corporate culture, personality models that most employees of the organization strive to imitate.

Mottos (slogans, watchwords) are sentences that briefly formulate the core values ​​of corporate culture.

Ceremonies are special planned events held for the benefit of all those present. Ceremonies are held to provide the audience with the most striking examples of the expression of corporate values. These are special events designed to strengthen employees’ faith in the company’s values, promote their unification, and provide employees with the opportunity to take part in important event, salute corporate heroes. The ceremony may be the presentation of a prize or award. The main thing is that such ceremonies emphasize the idea that for good work a person receives a worthy reward. Although the award ceremony can be done in another way: send a prize (or a bank check) to the employee’s home. But in this case there can be no question of the social significance of the event both for the awarded employee and for the rest of the employees.

What are the principles and rules of corporate culture?

Corporate culture influences the formation of organizational culture in various departments and teams, including work groups and management teams.

The principles of corporate culture are:

• ? beliefs, i.e. the employee’s ideas about what behavior in the organization is positive and what is negative;
• ? values, i.e. the most important rules for the company and its employees that prevail in this organization. Such values ​​of corporate culture include: fair treatment of employees, entrepreneurship and initiative shown by employees, care for employees and clients, respect for employees, loyalty to the company, competence in their work, labor efficiency and some others. A focus on adhering to the values ​​of corporate culture leads to achieving success in organizations;
• ? norms - rules of behavior that are not recorded in formal documents, but tell employees how they should behave and what colleagues expect from them. Norms are communicated to employees either verbally or through observation, which reflects the attitude of others towards the behavior of a particular employee working in the organization. That is, if a person behaves differently from others, whether this is expressed in the style of clothing, manner of speaking, work or some other aspects, then his behavior that is incorrect in relation to most colleagues will cause a negative reaction in the eyes of others. Standards of conduct reflect such aspects of activity as the relationship between a manager and a subordinate, honesty in relationships with colleagues and clients, compliance current legislation, style of behavior in conflict situations, obtaining and using information about other companies, etc.;
• ? behavior - constant actions that employees perform in the course of their work, as well as when interacting with other people in the performance of their work. Behavior is expressed through verbal and non-verbal interaction during interpersonal communication, compliance with accepted rituals in the organization, holding ceremonies, etc.;
• ? psychological climate - a stable system of internal connections of a group, manifested in the emotional mood, public opinion and the results of people's activities. Organizational climate is an indicator of employee perception of the corporate culture inherent in both the organization as a whole and its individual divisions; it shows the thoughts and feelings of employees, their satisfaction or dissatisfaction with the existing type and style of culture.

None of these principles constitute a corporate culture, but taken together they create a set of rules on which it is built.

Often Starting point to build a corporate culture is the so-called code of ethics existing in the company, i.e. a document that is a set of written corporate rules. Such codes can be found in many companies. In this document, managers formally consolidate the unwritten rules that exist in any company: from requirements for employee clothing to norms of relationships with clients and competitors. The Code also defines what employees are allowed to do in the company and what is strictly prohibited. Such a code can be formed gradually, accumulating corporate experience or increasing its turnover.

In order to create effective system personnel management, it is necessary to develop an internal corporate “code of laws” that would be adhered to by all team members without exception. Many company leaders compile corporate codes themselves in accordance with their management principles or assign them to human resources managers to compile them. However, there may be kinks here.

Often the contents of the set of rules include overly pretentious phrases, which, naturally, cannot be sincerely perceived by the company’s personnel. For example: “An employee must feel pride in the company, loyalty and loyalty to its interests, and protect it from unscrupulous competitors!” Of course, it is necessary that employees are loyal to the company, but this must be achieved in other ways. This requires real deeds, not pompous declarations.

There is no universal standard by which a set of internal corporate rules could be drawn up. A document of this kind is recommended to describe the general goals and principles of the company, ethical standards staff behavior, daily routine, everyday dress code, rules of relations with clients. This document may specify the obligations of the administration towards employees, personnel policy guidelines, non-disclosure requirements trade secret and other elements related to the activities of the organization. The most strategically minded leaders try to provide code of ethics everything, right down to how you should answer various questions. For example: “What should you do if your competitors want to buy you up and offer you to work for them?”, “What gifts are allowed to give to partners and clients so as not to offend them?” and some others. The main thing that must be taken into account when drawing up a set of corporate rules is that all its provisions should help the employees of the company live up to its image and maintain its authority, and at the same time help improve the corporate culture.

Currently, in order to use corporate culture as a motivational management resource, it is necessary to determine what type it belongs to in certain companies. Transformation of Russia into a country with market economy and market relations led to a change in the types of corporate culture adopted under the previously existing economic system. Many companies, regardless of whether they operate in the state or non-state sector of the economy, consider the task of forming a corporate culture as one of the most important, determining the direction and success of the company’s business development.

Often, applicants, when interviewing for a new job, along with finding out other questions that interest them, are one of the first questions they ask about the type of corporate culture in a given company. They are interested in the type of management in the company, corporate values ​​and norms, types of behavior, etc. HR managers working in leading companies may hear from self-confident candidates such wishes as: “I would like to work in a company with a Westernized management style”; “I am determined to work in a promising Western-oriented company, where my professionalism and career orientation can be realized”; “I want to work in a company where I can show independence, professionalism and where I would feel needed by the company.”

Borisova Yu.V., Shapiro S.A. Corporate culture as a factor in increasing employee productivity industrial enterprises: monograph. M.: Publishing house of Russian Chemical Technical University named after. DI. Mendeleeva, 2012. P. 18.