Features of the organization of corporate governance culture in the company. Theoretical foundations of corporate culture management. Similar works to - Managing corporate culture in an organization

Corporate culture has recently received a lot of attention; it is even considered as an intangible asset of the organization. And this is quite justified, because, other things being equal, the company that has a more developed and effective organizational culture always wins the competition.

The article addresses the following issues:

• What does the concept of “corporate culture” include?
• Why is it necessary to manage corporate culture?
• How is corporate culture managed?

What is the company's corporate culture

Corporate culture of the organization is the set of fundamental moral values, ethical norms, beliefs and standards of behavior that it espouses and is shared by the majority of its employees. Corporate culture is the unspoken rules and guidelines for a company’s activities that determine the consistency of actions at all its levels: management, departments and individual employees.

Corporate culture exists in any company, regardless of whether it is defined as an object of management, since its personnel are members of society; they live and are governed by the same laws as any other community of people. It is a reflection not only of the company’s internal processes, but also part of the system of external relationships characteristic of society as a whole. The formation of an organization’s corporate culture is influenced by the following factors:

• Personality of the CEO;
• Area and technological features of production, business area;
• Norms and guidelines for the internal and external environment;
• Stage of enterprise development.

From the point of view of a company's strategic goals, corporate culture can be both positive and negative, but it is impossible to change it overnight. You can interact with it during the management process in order to gradually adjust and adapt it to these goals.

Two ways to manage an organization's corporate culture

Corporate culture management– a conscious, systematic, purposeful change in the company’s culture with the goal of , loyalty and commitment of its personnel, orientation of employee behavior towards achieving the strategic goals of the organization.

There are two ways in which corporate culture is managed, regardless of what stage of its development the company is currently at.

• In the first case, the personification of corporate culture is the manager. He shapes it in accordance with his ideas and implements the strategic vision from above. In order for the norms of corporate culture formed “from above” to be supported by the majority of members of the organization, the leader must have not only professional, but also high moral authority. In addition, in relation to the corporate values ​​declared by him, he must be extremely sincere and personally adhere to them without fail. This method is more suitable for small commercial structures, when each employee can see the head of the company every day.
• In the second case, the formation of a corporate culture begins from the lower levels. It is suitable for large companies when the process of its formation begins with an assessment and analysis of spontaneously developed norms.

Managing corporate culture in a large enterprise

To achieve management goals, the following tools are used, with which you can quickly influence organizational behavior:

Learn more about corporate culture

• System for assessing and monitoring the activities and behavior of personnel;
• Distribution of roles and training of employees in order to develop the necessary reactions to certain situations;
• Personnel work: ; training and retraining of employees; development of necessary competencies and advanced training based on assessment of their performance;
• Development and observance of corporate traditions, rituals, ceremonies.

Criteria for assessing corporate culture

Before you begin to adjust the current corporate culture of the company, it is necessary to analyze and evaluate it according to such criteria as:

• Existing traditions and symbols;
• Basic corporate values;
• Behavioral standards;
• Generally recognized authorities;
• Employees' brand perception.

Based on the analysis of these indicators, the strength, ability to perceive and type of organizational culture are determined; the factors that have the strongest influence on its spontaneous formation are identified.

Subsequent work will take place in two stages:

• designing corporate culture;
• implementation of a system for its translation and maintenance.

Formation of ideas, norms and values ​​of corporate culture

At the design stage, values, attitudes, standards, norms and ideals that form the corporate culture should be formed. Taking this into account, systems for its transmission and maintenance are designed, forms and methods for managing corporate culture are developed, and forms and methods for managing corporate culture are determined.

The introduction of a corporate culture in a company that meets its strategic goals includes:

• Recruitment, selection and placement of personnel taking into account the corporate culture of the company;
• Professional and psychological adaptation of employees and young professionals to the ethical standards enshrined in the Corporate Code;
• Implementation of a system for monitoring the organizational behavior of employees, which allows us to objectively assess how much it corresponds or contradicts the norms of corporate culture;
• Implementation of a system of rewards and punishments for compliance and non-compliance with the norms of the company’s organizational culture;
• Development of corporate culture, its popularization; creating new traditions and rituals that unite staff, organizing and holding corporate meetings and celebrations;
• Implementation of a career management system that takes into account the employee’s commitment to the norms of corporate culture.

Corporate culture, as an organization's resource, is priceless. It can be an effective HR management tool and an indispensable marketing tool. A developed culture shapes the company's image and is also an integral part of the brand building process. This is extremely important in modern market realities, where to achieve success any business must be customer-oriented, recognizable, open, that is, have the main characteristics of a brand.

You need to understand that corporate culture is formed in 2 ways: spontaneously and purposefully. In the first case, it arises spontaneously, based on the communication models that the employees themselves choose.

Relying on spontaneous corporate culture is dangerous. It is impossible to control and difficult to correct. Therefore, it is so important to pay due attention to the internal culture of the organization, form it and, if necessary, adjust it.

The concept of corporate culture: main elements, functions

Corporate culture is a model of behavior within an organization, formed during the functioning of the company and shared by all team members. This is a certain system of values, norms, rules, traditions and principles by which employees live. It is based on the company’s philosophy, which predetermines the value system, the general vision of development, the model of relationships and everything that the concept of “corporate culture” includes.

So, the elements of corporate culture:

• vision of the company's development - the direction in which the organization is moving, its strategic goals;
• values ​​- what is most important for the company;
• traditions (history) - habits and rituals that have developed over time;
• standards of conduct - an organization's ethical code, which sets out the rules of behavior in certain situations (for example, McDonald's created an entire 800-page thick manual, which spells out literally every possible situation and options for employees' actions approved by management in relation to each other and to the company's customers );
• corporate style - the appearance of the company’s offices, interior, corporate symbols, employee dress code;
• relationships - rules, methods of communication between departments and individual team members;
• faith and unity of the team to achieve certain goals;
• policy of dialogue with clients, partners, competitors;
• people - employees who share the corporate values ​​of the company.

The internal culture of an organization performs a number of important functions that, as a rule, determine the effectiveness of the company.

Functions of corporate culture

1. Image. A strong internal culture helps create a positive external image of the company and, as a result, attract new customers and valuable employees.
2. Motivational. Inspires employees to achieve their goals and perform their work tasks efficiently.
3. Engaging. Active participation of each individual team member in the life of the company.
4. Identifying. Promotes employee self-identification, develops a sense of self-worth and belonging to a team.
5. Adaptive. Helps new team players quickly integrate into the team.
6. Management. Forms norms and rules for managing teams and departments.
7. System-forming. Makes the work of departments systematic, orderly, and effective.

Another important function is marketing. Based on the goals, mission and philosophy of the company, a market positioning strategy is developed. Moreover, corporate values ​​naturally shape the style of communication with clients and target audiences.

For example, the whole world is talking about the corporate culture and customer service policy of Zappos. Rumors, legends, real stories flooded the Internet space. Thanks to this, the company receives even more attention from the target audience.

There are basic levels of corporate culture - external, internal and hidden. The external level includes how your company is seen by consumers, competitors, and the public. Internal - values ​​expressed in the actions of employees.

Hidden - fundamental beliefs consciously shared by all members of the team.

Typology of corporate cultures

In management, there are many different approaches to typology. Since the concept of “corporate culture” in the business environment began to be studied back in the 20th century, today some classical models have already lost their relevance. Internet business development trends have created new types of organizational cultures. We'll talk about them next.

So, the types of corporate cultures in modern business.

1. “Role model.” Here relationships are built on rules and distribution of responsibilities. Each employee plays his role as a small cog in a large mechanism. A distinctive feature is the presence of a clear hierarchy, strict job descriptions, rules, norms, dress code, and formal communications.

The workflow is thought out to the smallest detail, so disruptions in the process are reduced to a minimum. This model is often used in large companies with various departments and a large staff.

The main values ​​are reliability, practicality, rationality, building a stable organization. Due to these features, such a company cannot quickly respond to external changes, so the role model is most effective in a stable market.

2. "Dream Team" A team-based corporate culture with no job descriptions, specific responsibilities, or dress codes. The hierarchy of power is horizontal - there are no subordinates, there are only equal players on the same team. Communication is most often informal and friendly.

Work issues are resolved jointly - a group of interested employees gathers to perform one or another task. As a rule, the “bearer of power” is the one who has accepted responsibility for its decision. At the same time, distribution of areas of responsibility is allowed.

Values: team spirit, responsibility, freedom of thought, creativity. Ideology - only by working together can we achieve something more.

This type of culture is typical for progressive companies and startups.

3. "Family". This type of culture is characterized by the presence of a warm, friendly atmosphere within the team. The company is like a big family, and department heads act as mentors who you can always turn to for advice. Features - devotion to traditions, cohesion, community, customer focus.

The company's main value is its people (employees and consumers). Caring for the team is manifested in comfortable working conditions, social protection, assistance in crisis situations, incentives, congratulations, etc. Therefore, the motivation factor in such a model has a direct impact on work efficiency.

A stable position in the market is ensured by loyal customers and dedicated employees.

4. "Market model". This type of corporate culture is chosen by profit-oriented organizations. The team consists of ambitious, purposeful people who actively fight with each other for a place in the sun (for a promotion, a profitable project, a bonus). A person is valuable to a company as long as he can “make” money for it.

There is a clear hierarchy here, but, unlike the “Role Model”, the company is able to quickly adapt to external changes due to strong leaders who are not afraid to take risks.

Values ​​- reputation, leadership, profit, achieving goals, desire to win, competitiveness.

Signs of the “Market Model” are characteristic of the so-called business sharks. This is a rather cynical culture, which in many cases exists on the verge of an oppressive management style.

5. “Focus on results.” Quite flexible corporate policy, the distinctive feature of which is the desire to develop. The main goals are to achieve results, implement the project, and strengthen our position in the market.

There is a hierarchy of power and subordination. Team leaders are determined by their level of expertise and professional skills, so the hierarchy often changes. In addition, ordinary employees are not limited to job descriptions. On the contrary, they are often brought in to solve strategic problems, opening up opportunities for them to develop for the benefit of the company.

Values: results, professionalism, corporate spirit, pursuit of goals, freedom in decision-making.

These are the main types of corporate culture. But besides them, there are mixed types, that is, those that combine features from several models at once. This happens to companies that:

• rapidly developing (from small to large businesses);
• were absorbed by other organizations;
• changed the main type of market activity;
• experience frequent changes in leadership.

Formation of corporate culture using the example of Zappos

Integrity, unity and a strong team spirit are truly important to achieve success. This was proven by one of the world's best brands, Zappos, an online shoe store, an example of whose corporate policy has already been included in many textbooks of Western business schools.

The main principle of the company is to bring happiness to customers and employees. And this is logical, because a satisfied client will return again and again, and an employee will work with full dedication. This principle can also be seen in the company's marketing policy.

So, the components of Zappos corporate culture:

1. Openness and accessibility. Anyone can visit the company's office, all you have to do is sign up for a tour.
2. The right people - the right results. Zappos believes that only those who truly share its values ​​can help the company achieve its goals and become better.
3. A happy employee means a happy customer. The brand's management does everything to ensure that employees have a comfortable, fun and joyful day at the office. They are even allowed to design their workplace as they please - the company bears the costs. If the employee is happy, then he will be happy to make the client happy. A satisfied customer is the success of the company. The freedom of action. It doesn’t matter how you do your job, the main thing is to make the client happy.
4. Zappos does not monitor employees. They are trusted.
5. The right to make some decisions remains with the employee. For example, in the service department, an operator may, on his own initiative, give a small gift or discount to a customer. It's his decision.
6. Learning and growth. Each employee first undergoes four months of training, followed by an internship in a call center to better understand customers. Zappos helps you improve your professional skills.
7. Communication and relationships. Although Zappos employs thousands of people, it makes every effort to ensure that employees get to know each other and communicate effectively.
8. The customer is always right. Everything that is done at Zappos is done for the sake of customer happiness. The powerful call center, which can even help you call a taxi or give directions, is already legendary.

In general, the company is considered the most customer-oriented. And the level of its corporate policy is a standard to follow. Zappos' internal culture and marketing strategies exist in close symbiosis. The company is trying its best to retain existing customers, because loyal customers bring the company more than 75% of orders.

Write in the comments what corporate culture model is used in your business? What values ​​unite your employees?

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 of “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).

In this training manual, 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 A company is a set of such phenomena as labor discipline, internal labor regulations, organization and regulation 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 an important part of managing employee behavior in an 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 the new team socially, and in production terms his activities will be much more effective. 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 emergence is facilitated by long-term practical activity, which made it possible to acquire certain experience of collective relationships and traditions. The natural selection of the best rules, norms and standards proposed by the team and the leader also brings great benefits. 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, provide employees with the opportunity to take part in an important event, and 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 with 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 is a stable system of internal connections of a group, manifested in the emotional mood, public opinion and 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 the starting point for building 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 an effective personnel management system, 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 of behavior of personnel, daily routine, daily dress code, and rules of relations with clients. This document may specify the obligations of the administration towards employees, personnel policies of management, requirements for non-disclosure of trade secrets and other elements related to the activities of the organization. The most strategic leaders try to cover everything in their code of ethics, down to how various questions should be answered. 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. The transformation of Russia into a country with a market economy and market relations has 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 the labor efficiency of workers at industrial enterprises: monograph. M.: Publishing house of Russian Chemical Technical University named after. DI. Mendeleeva, 2012. P. 18.

Sokolova N. Business built on faith // Your Business. 2004. No. 11. P. 30.

Daft R.L. Management. St. Petersburg: Peter, 2011. P. 98.

Modern management views organizational culture as a powerful strategic tool that allows all departments and employees to be oriented towards common goals. There are several definitions of corporate culture:

· values ​​and norms learned and applied by members of the organization, which at the same time, decisively, determine their behavior;

· atmosphere or social climate in the organization;

· the dominant system of values ​​and behavioral styles in the organization.

That., corporate culture - this is a set of norms, rules, procedures, instructions for activity and behavior, based on traditions, a system of values ​​accepted in an economic entity by its personnel, including managers and subordinates. The purpose of organizational culture is to harmonize the interests of all categories of personnel in an organization or firm, to achieve consensus and compromise in determining economic strategy and in resolving current issues in the socio-economic sphere. Organizational culture also presupposes the development of a line of behavior in the external environment.

The main indicator of a developed corporate culture: the conviction of all employees that their organization is the best. When people of different character and content unite to achieve a common goal and at the same time identify themselves with the organization, we can talk about corporate culture.

Organizational culture fulfills two main functions :

1. internal integration: carries out internal integration of members of the organization in such a way that they know how they should interact with each other;

2. external adaptation: helps the organization adapt to the external environment.

Basic elements organizational culture:

· Behavioral stereotypes: the common language used by members of the organization; the customs and traditions they adhere to; rituals performed by them in certain situations.

· Group norms: standards and patterns characteristic of groups that regulate behavior.

· Proclaimed values: publicly declared principles and values ​​that an organization or group strives to achieve (“product quality,” “market leadership”).

· Philosophy of an organization: the most general political and ideological principles that guide its actions towards employees, clients or intermediaries.

· Rules of the game: rules of conduct when working in an organization; traditions and restrictions that a newcomer must learn in order to become a full-fledged member of the organization; "routine order".

· Organizational climate: a feeling determined by the physical composition of a group and the characteristic manner in which organizational members interact with each other, clients, or other outsiders.

· Existing practical experience: methods and techniques used by group members to achieve certain goals; the ability to carry out certain actions, passed on from generation to generation and not requiring mandatory written recording.

It is often used to characterize organizational cultures. typologization by K. Cameron and R. Quinn : hierarchical, market, clan, adhocratic:

1. Clan culture: a very friendly place to work where people have a lot in common and trust each other. Cohesion, moral climate, human resource development. “Participation builds commitment.” Leadership style: leaders think like educators, parents.

2. Adhocracy culture: a dynamic and creative place to work. Innovation. Leadership Style: Leaders are considered innovators, entrepreneurs, visionaries.

3. Hierarchical culture: a very formalized and structured workplace. What people do is governed by procedures. “Control drives profitability.” Timeliness. Leadership Style: Leaders pride themselves on being rational facilitators and organizers.

4. Market culture: A results-oriented organization whose primary concern is getting the job done. “Competition promotes productivity.” People are goal-oriented and competitive. Leadership style: leaders are tough taskmasters, adversaries.

IN typology of J. Sonnenfeld (Jeffrey Sonnenfeld) distinguishes four types of cultures: “baseball team”, “club culture”, “academic culture”, “defense culture” (“fortress”):

1. In a “baseball team,” key successful employees consider themselves “free players,” and there is active competition for them between employers in the labor market. Employees with low personal and professional indicators are quickly fired at the initiative of employers.

2. “Club culture” is characterized by loyalty, dedication and teamwork of employees, teamwork. Stable and safe environments reward employees' age, experience, and job advantages. Career growth occurs slowly and gradually. The employee is expected to understand all the intricacies of a given job and master the skill at each new level, so employees have a broad professional outlook.

3. A company with an “academic culture” recruits new young employees who show interest in long-term cooperation and agree to slowly move up the career ladder. Unlike the "club culture", employees here rarely move from one department to another or from one direction to another. Good work and professional excellence are the basis for reward and promotion. Such a culture limits the broad development of an employee’s personality and impedes intra-organizational cooperation.

4. In a “defense culture” there is no guarantee of permanent employment, there is no opportunity for professional growth, since companies often have to undergo restructuring and reduce their staff in order to adapt to new external conditions. This culture is detrimental to employees, but it also presents great opportunities for some confident managers who love a challenge.

The type of management characterizes how management decisions are made and implemented in the company. The type of management must correspond to the organizational (corporate) culture of the company.

· Bureaucratic. Decisions are made by a senior manager. The main lever of influence on subordinates is orders, punishments (i.e. force). This type presupposes the presence of technologically and organizationally disciplined employees who unquestioningly carry out the orders of their superiors. Here initiative is minimal.

· Democratic. The main lever of governance is the law, which is democratic in content and ensures the interests of both the majority and the law-abiding minority.

· Market. Decisions are made in accordance with the laws of the market, which is the measure of the effectiveness of these decisions. The main lever of influence on performers is money.

· Collectivist. The main control lever is knowledge and competence. Active and equal participation of all highly professional performers in decision making.

The importance of organizational culture .

· It gives employees an organizational identity, defining ideas about the company, and is an important source of stability and continuity, which creates a sense of security among its employees.

· Adaptation of new employees: knowledge of organizational culture helps new employees correctly interpret events occurring in the organization and understand those around them.

· The culture stimulates high responsibility of the employee performing the tasks assigned to him. It attracts attention, conveys vision, and recognizes creative, effective employees. By recognizing and rewarding such people, the organizational culture identifies them as role models.

· Corporate culture, being an integral part of the company’s life, significantly influences its effectiveness. 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.

· One of the noticeable results of a strong corporate culture is low staff turnover: employee cohesion, loyalty and dedication to the organization, and therefore, the desire to leave such an organization disappears among employees.

· Corporate culture forms a certain image of the organization, distinguishing 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 cannot be considered as something given, absolute: it constantly changes as people and events change in the organization.

G.A. Shishkova

CORPORATE KULBGURA AS AN ORGANIZATION MANAGEMENT TOOL

Systematization of some views on corporate culture as a tool for managing an organization, including one based on the dominant innovative type of development, forms the basis of this article.

Key words: corporate culture, production, efficiency, personnel, innovative development.

In the modern world, corporate culture is increasingly gaining a dominant position in human activity in all spheres of social life, gaining independence and a qualitatively new stage of development. Corporate culture sets guidelines for managing an organization, social and labor relations, and also forms and stimulates organizational, managerial, production, economic and socio-political relations. The importance of corporate culture for the development of any organization cannot be underestimated: it allows employees of the enterprise to realize their identity, gives a feeling of stability and reliability of the organization itself, creates a sense of social security, stimulates self-awareness and high responsibility of the employee. By encouraging appropriate organizational behavior, corporate culture reinforces the norms that are desirable in the organization1.

Corporate culture, determining the organization’s ability to self-develop and all other things being equal, provides a strategic advantage over competitors. In many ways, it is corporate culture that is the reason for the failure in one company of those innovations that were successful in another. As practice shows, the successes and failures of an organization are often based on reasons

© Shishkova G.A., 2011

that directly or indirectly relate to corporate culture. The psychological climate in the team, the leadership style used, the established image of the organization influence labor productivity and, ultimately, the competitiveness of products, the volume of profits, etc. In leading corporations, the management of technical preparation of production, production itself, supply, and product quality is successful combined with the implementation of a code of conduct for its employees, reflecting the basic goals and corporate values. But despite this, the role of corporate culture is clearly underestimated. According to experts, there are very few companies in Russia today that take the issue of corporate culture seriously. Experts of the Rusconsult group believe that the ratio of consciously and unconsciously formed culture of various organizations looks something like this: Russian companies - 20% to 80%, Western - 70% to 30%, Eastern - 90% to 10%.

The modern approach to the culture of an organization is based, as a rule, on models of countries with developed market economies, in which the main attention is paid to the factors of spiritual culture, which is associated with a high level of provision with material elements of culture. But such a view is not entirely adequate to Russian reality, where there are strong differences in the economic, political, legal and other conditions for the existence of business, the internal and external environment of enterprises. In many ways, the natural interest for the first years of business transformation in Russia came down to the problems of structural reorganization and the search for investment, which is still observed today. But gradually this interest began to be complemented by an awareness of the narrowness and one-sidedness of this approach. It became obvious that in addition to changing the economic and organizational management mechanism, genuine reform of enterprises is possible only if they master a new culture that offers the formation of a value system different from the previous one.

Corporate culture is a necessary prerequisite for consensual social connections, communication and information communication, harmonization and cooperation of the interests of the main forces of society. Depending on the primary functions of a company's culture, its various forms, types and types are distinguished, in particular business, managerial, administrative, innovative, corporate, organizational culture (as a broader concept that characterizes the philosophy of the organization). These varieties as a social reality create the cultural background of the organization of labor and production, business and commercial

tions, public administration, influencing competitiveness and business success.

But the importance of corporate culture lies not only in this. The dynamism of the external environment, the complication of the production and commercial activities of enterprises, the increasing importance of the time factor, the expansion of the enterprise space and the increase in the volume and speed of obtaining information and new knowledge increase the importance of internal sources of economic growth that can ensure production growth. The most important resource capable of creating a flexible, adaptive and thereby effective production system is the corporate culture of an enterprise, since it is it that determines how, in what manner and at what cost the results of its activities are achieved, causing a change in the relationship between production volume and measured costs2. Improving corporate culture, turning it into a powerful motivating and unifying principle is one of the levers for increasing the efficiency of enterprises. But only in recent years has corporate culture begun to be recognized as the main indicator necessary for a correct understanding of company management.

Three typical situations can be identified that illustrate the relevance of the problem of forming a corporate culture and its impact on the efficiency of enterprises3:

Mergers, acquisitions of one enterprise by another;

Rapid development of enterprises in new business areas;

Creation and functioning of foreign companies in the Russian market.

However, the explosion of interest in this issue is not explained by its novelty. Most likely, this is the result of the conscious work of the manager and the organization as a whole towards adaptation and survival in a specific socio-economic environment and a well-thought-out policy of internal integration. There should be no boundary between these areas that separates the integrity of the organization’s life. Harmonious coordination of these two directions is possible only if the organization has a purposeful formation of corporate culture.

About 25 years ago in the West, corporate culture became the object of serious attention from scientists and business leaders. The reason for this interest was quite easy to explain: a deep understanding of the importance of culture in implementing new strategies and implementing change. American researchers Terence Deal and Allan Kennedy in 1982 created the concept of corporate

culture as the most important factor influencing organizational behavior and corporate development. From the point of view of economic development, this was dictated primarily by the need of large and medium-sized businesses to develop new approaches to management in order to increase labor efficiency. The aspirations underlying the use of promising scientific and technological advances are quite clear, but when issues of human resource management arise, the understanding of approaches and principles is often much more unclear. Efforts in the field of human resource management are less effective than the successes of management science in the high-tech space.

According to Western analysts, among workers in the field of knowledge and information technology, the coefficient of utilization of human potential in corporations is only 37.5%. Meanwhile, it is human resources that can significantly improve the basic characteristic of modern production - labor productivity. According to some estimates, productivity growth in the aerospace industry is achieved by approximately 60% through the use of new technologies, 25% through optimization of capital investments, and 15% through improved labor efficiency. It should be noted that increasing labor productivity through technology and investment will only be successful if there is good cooperation among workers, development of capabilities and initiative of qualified employees with a disproportionately high standard of consumption4.

At the end of the 70s of the twentieth century. Research in the field of strategic management, organization theory and some others in the field of management has reached a dead end. Management theorists saw in the development of the concept of corporate culture of an organization one of the possible ways out of the crisis. In the 90s of the twentieth century. In management, a fundamentally new approach to personnel management is beginning to take hold: the object of management activity is not people, their activities and processes, but corporate cultures of various types. Many experts noted that such an absolutization of the role of corporate culture seems unjustified, drawing an analogy with the period when approximately the same thing was observed regarding the role of mathematical methods in economics and the capabilities of computers in production management. Therefore, it is more correct to consider the corporate culture of an organization as an important strategic tool that allows you to orient all departments towards achieving common goals, motivate employees, and facilitate communication between them.

In recent years, corporate culture has begun to be recognized as the main indicator necessary not only for the correct understanding and management of organizational behavior and employee motivation, but also as an indicator of the organization’s competitiveness. Corporate culture shapes the company's image in the market and affects the organization's profit. By investing in the development of corporate culture, the company receives loyal employees, and they, in turn, form loyal, regular customers. The market reaction, measured by the company’s profitability, depends on regular customers5. Thus, in essence, a created, managed, constantly enriched and flexibly changing corporate culture is a company’s competitive advantage.

It should be noted that in leading Russian companies there has become an increasing awareness not only of the important role of corporate culture, but also a willingness to painstakingly work on its formation and development. Such firms begin to approach the creation of corporate culture both strategically, by creating shared values ​​and inspiring employees to achieve the corporate mission, and tactically, by improving employee awareness, facilitating communication between them, printing internal corporate magazines, etc.

Despite significant interest, due to its special, interdisciplinary position and high practical and economic significance for the life of companies, corporate culture remains poorly studied. On the one hand, it is studied by theorists of completely different directions - psychologists, sociologists, economists, management specialists and others, and on the other hand, it is developed by practitioners - employees of specialized companies, heads of personnel management departments, various kinds of consultants.

Corporate culture is a very broad concept, interpreted in different ways. There is a lot of subjectiveness in understanding the essence and idea of ​​what corporate culture is and what it should be. To describe this concept, various terms are used that are similar in meaning, but slightly different in content: “culture of entrepreneurship” (R. Ruettinger), “socioculture of the organization” (I.D. Ladanov), “organizational culture” (U. Ouchi), “working team culture” (E. Asp), “business culture” (A.I. Prigozhin), “internal company culture” (M. Thevenet), “corporate culture” (K. Gold), “economic culture” (O .V. Leonova). As a rule, these concepts refer to the same object. However, since the classical theory

In management, the term “organization” means a corporation; in relation to business, organizational culture is most often referred to as “corporate culture.” Direct study of various aspects of business, organizational and corporate culture was carried out by such domestic and foreign researchers as V.R. Benin, A.F. Veselkov, O.S. Vikhansky, A.N. Zankovsky, K. Cameroon, R. Kilman, V.D. Kozlov, R. Quinn, I. Ladanov, R.D. Lewis, A.I. Naumov, A. Pettigrew, A.A. Radugin, M. Saxton, A.S. Sukhorukov, E. Shane, P.N. Shikhirev.

It should be noted that if academic and business circles are practically unanimous in recognizing the existence of the phenomenon of corporate culture, then there was and is not such unanimity in the substantive interpretation of its definitions. In addition, the scientific understanding of this phenomenon is still at the stage of primary generalization, which is also characterized by a wide pluralism of approaches, sometimes leading to extremely categorical statements by some scientists about the “dead end” of research in this area.

Today, there is a problem associated with the lack of a unified definition of corporate culture (just like organizational culture). In this regard, various definitions arise, many of which only give a superficial idea of ​​the problem. However, a number of authors (for example, D. Eldridge and A. Crombie, E. Jacus, E. Shane, K. Scholz, D. Oldham, M.H. Mescon, P.B. Weill, E.N. Stein, N. Lemaitre, E. Brown) generally agree that the culture of an organization is a complex composition of important assumptions (often difficult to formulate), accepted and shared by team members without evidence.

Corporate culture is defined: as a system of interacting material and spiritual values, manifestations inherent in the organization, reflecting its individuality, perception of itself and the environment6; as a philosophy that confirms both the meaning of the organization’s existence and its attitude towards employees and clients; as a moral and social climate, manifested in the internal atmosphere of the organization, interaction with the external environment; the prevailing guidelines underlying the formation of the organization’s goals and ways to achieve them; system of interaction between personnel in the organization7.

Using what is common to many definitions, corporate culture can be understood as a set of the most important assumptions accepted by members of the organization and expressed in the values ​​​​stated by the organization, which give people guidelines for their behavior and actions. These value guidelines are

tions are transmitted by the individual through “symbolic” means of the spiritual and material intracorporate environment8.

In a number of sources and specialized literature, as noted above, the term “organizational culture” is used. Although the term “corporate culture” is not originally Russian, it is in Russia that it acquires special properties and differences, which, first of all, lie in the different scales of organizational and corporate culture. In addition to scale as a distinctive feature of organizational and corporate culture, some authors consider the conditions for its formation, which differ (albeit slightly) in each case. Organizational culture can be formed in various ways, namely9:

1) based on long-term practical activity;

2) based on the activities of the manager or owner;

3) through the artificial formation of organizational culture by specialists of consulting firms;

4) through natural selection of the best norms, rules and standards introduced by the leader and the team;

The first, second and fourth ways of forming organizational culture are called corporate culture in the literature. Thus, the concept of organizational culture has a broader character.

There are many approaches to identifying various attributes that characterize and identify the culture of a particular organization at both the macro and micro levels. So, S.P. Robbins suggests considering corporate culture based on the following ten criteria10:

Personal initiative, that is, the degree of responsibility, freedom and independence that a person has in an organization;

The degree of risk, that is, the employee’s willingness to take risks;

Direction of action, that is, the organization’s establishment of clear goals and expected results;

Coherence of actions, that is, the situation in which units and people within the organization interact in a coordinated manner;

Management support, that is, providing free interaction, assistance and support to subordinates from management services;

Control, that is, a list of rules and instructions used to control and monitor the behavior of employees;

Identity, that is, the degree of identification of each employee with the organization;

The reward system, that is, the degree of accounting for work performance, the organization of the incentive system;

Conflict, that is, the employee’s willingness to openly express his opinion and enter into conflict;

Patterns of interaction, that is, the degree of interaction within an organization in which interaction is expressed in formal hierarchy and subordination.

By assessing any organization according to these criteria, it is possible to create a complete picture of the organizational culture, against the background of which a general idea of ​​the existing management system and directions for its improvement is formed. For each organization, depending on the stage of its development, the task of forming, developing and improving corporate culture is solved by different means. When a company is at the stage of formation, the culture is formed naturally, without any special efforts, and the leader - the initiator of the creation of this company, as a rule, determines the main directions of its formation. There are still few people in the organization; work is organized on a team basis. At this time, everyone understands what and how to do, and corporate values ​​lie on the surface.

As the company moves to the next stage of development, the tasks become significantly more complicated, and areas of responsibility are divided between employees - specializations and departments appear. During this period, so-called subcultures begin to form based on professional values ​​that differ from the dominant culture. It is necessary to understand that one organization can have many “local” cultures, and there is no need to talk about corporate culture as a monolithic phenomenon. These different “local” subcultures can coexist for quite a long time within the framework of one common culture if they share the key values ​​of the dominant culture to a greater or lesser extent and are not in opposition to it. It is during this period of development of the organization that it is necessary to begin the formation of a corporate culture. The quality of management will depend on it: clarity and clarity of task setting, control of results, feedback. At the stage of maturity of the company, when the number of employees can be measured in thousands of workers, and geography - in regions and countries, the issue of developing corporate culture moves to the level of strategic tasks. Without solving this problem, the effective functioning of the company is not only difficult, but often even impossible.

Since corporate culture plays a very important role in the life of an organization, it should be the subject of close attention.

attention from management. Management not only corresponds to and is strongly influenced by corporate culture, but can, in turn, influence its formation and development. Today's leaders view their organization's culture as a powerful strategic tool to orient all departments and individuals toward common goals, mobilize employee initiative, ensure loyalty, and facilitate communication. However, in the current situation, modern domestic entrepreneurs often lack the knowledge and skills to consciously and purposefully change corporate culture. Of course, executives and HR managers own separate tools, but this is not enough for serious work in this direction.

In a considerable number of publications devoted to the study of corporate culture, one can find various attempts to classify the levels or aspects of the manifestation of a company’s culture. According to E. Schein, knowledge of corporate culture begins with the first, “superficial” or “symbolic” level, which includes such visible external facts as the technology and architecture used, the use of space and time, observed behavior, language, slogans and everything that what can be felt and perceived. At the second, the so-called subsurface level, the values ​​and beliefs shared by members of the organization are examined in accordance with the extent to which these values ​​are reflected in symbols and language. The perception of values ​​and beliefs is conscious and depends on the desires of people. The third, “deep” level includes basic assumptions that are difficult for even members of the organization to understand without special focus on this issue. These implicit and taken-for-granted assumptions guide people's behavior by helping them perceive the attributes that characterize the organizational culture11.

Terrence E. Deal and Allan A. Kennedy (New Corporate Cultures) discuss four levels of corporate culture12:

Values ​​are ideas about the organization and its good shared by all members of the organization;

Heroes are those members of the organization who are an example that personifies the most important organizational values;

Rites and rituals are ceremonies full of symbolism in an organization that are held in order to celebrate important events for the company and introduce new members to them;

The communication structure is the channels of informal communication through which members of the organization receive information about corporate values, heroes, rites and rituals.

G. Trice and J. Baker note such components of corporate culture as established procedures in the company, organizational communication, material manifestations of culture, and language of communication.

Other examples of corporate culture analysis can be cited, set out in the works of J.P. Kotter and L. Hesketh (“Corporate culture and performance”), K. Cameron and R. Quinn (“Diagnostics and change of organizational culture”), as well as works devoted to change management in organizations and the role of corporate culture in these processes ( Kevin M. Thompson "Recipes for Corporate Culture").

Forming a corporate culture is a rather long 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 working conditions, etc.

Many experts note that corporate culture exists in any company, regardless of whether management shows interest in its existence or not, and the formation of organizational culture usually occurs spontaneously. Nevertheless, the existing culture can be developed and adjusted purposefully. The leading role in this process belongs to managers. Their values ​​and views, style of behavior, and attitude to work are adopted by their subordinates. In some cases, you can safely equate the company’s values ​​with the manager’s values.

As practice shows, existing traditions and customs in the organization, work style and image were largely formed on the basis of previous experience. That is why it is necessary to turn to the most important source of corporate culture formation - the founders of the organization, who are trying to create an ideal image of the future organization. By coming up with a compelling idea that has a big impact on other people, they try to create a cohesive organization with a strong culture. However, one of the main reasons for the crisis in the company

is the lack of systematic and targeted work to develop and adapt corporate culture to changing conditions. The corporate culture of each organization is unique and individual. It reflects the specifics of the company’s business, the peculiarities of thinking and behavior of employees. Any change in corporate culture requires considerable effort and a long time for employees to accept new values ​​and adapt to new working conditions. For example, with the constant development of corporate culture, the first results begin to appear after about 2 years, but to completely transform the culture of a large company it takes at least 3-10 years. Thus, corporate culture is an important risk factor for a company.

Moreover, not many corporate cultures are built according to a pre-determined plan. Most of them develop spontaneously, over many years, under the influence of various decisions made due to many circumstances. The evolutionary path of corporate culture development involves unplanned combinations of beliefs, assumptions and behavior patterns.

More responsive organizations create their corporate culture purposefully, taking into account the maximum compliance with their requirements. Architecting a culture involves having a plan in place and supporting a specific set of beliefs, assumptions, and behaviors. In such cases, culture is created with the goal of achieving the overall success of the organization.

However, even the most advanced and well-thought-out corporate culture cannot replace well-formed business processes, competent management, and job descriptions. Corporate culture is a fine management tool that operates when all other tools are in working order and properly adjusted. In a situation where the organization does not have a good motivation system, there are no business processes, the organization has a number of serious organizational pathologies, the active formation of a corporate culture is perceived by employees more with irritation than with understanding.

Corporate culture has a significant impact on the success of implementing an organization's strategy. Some aspects of the organization’s activities specified in the strategy may coincide or conflict (which significantly complicates the implementation of the strategy) with the basic principles of corporate

culture. Only in case of complete correspondence between culture and long-term plans will the enterprise achieve good results. In this case, a highly organized culture supports the implementation of the strategy, provides incentives for the creative activity of employees, educates and motivates them.

However, at Russian enterprises there are many executives and managers who consider the implementation of a strategy based on the use of higher-quality labor resources to be unnecessarily costly. In fact, it is this strategy that ensures the long-term success of a business. If the limiting impact of a lack of capital is quite easy to both foresee and evaluate its consequences, then the impact of a shortage of quality labor is much more difficult to eliminate.

Determining the state of the social system, within which all factors of production are transformed into final results, the corporate culture of an organization is the most important management tool that underlies the construction of any economic model of activity.

The influence of corporate culture on the performance of an organization has been studied by many scientists. At one time, leading management specialist P. Drucker noted that 80% of a nation’s historical successes are determined not by natural resources, not by the economic basis or technology, not even by the talent of the people, but by the efficiency of management. Understanding this, the company's management today strives to create a strong corporate culture, which is based on a different understanding of man and his role in the system of social division of labor than before.

An analysis of the factors in the formation of corporate culture shows that the latter is the subject of development and change throughout the life of the organization. Moreover, due to the “depth” of the basic assumptions and their “stability,” these processes proceed more gradually and evolutionarily than radically and revolutionary.

Typically, an organization grows by attracting new members who come from organizations with a different culture. New members of the organization, whether they like it or not, bring into it the “virus” of another culture. Which culture “survives” largely depends on its strength, since the latter influences the intensity of certain patterns of behavior.

The concept of a strong corporate culture includes the following:

Recognizing the close relationship between a person's personality and work. The development of knowledge and qualifications is not assessed as re-

the result of preliminary training and training, and as a consequence of changes in the work itself, its content and organization. The work must have an increasing degree of difficulty;

The job fits the person better when the organization's formal and informal structures match;

The personality of the employee, that is, the unity of diverse abilities, needs and roles, must correspond to such work, the content of which is not divided into partial operations, but represents the unity of various tasks. This means a transition from a highly specialized workplace to a universal, collective one, combining professions, delegating additional powers to an employee, and performing various functions at different levels;

A person’s interest in his work increases if he knows the final results of his activities. Planning your work and monitoring its execution must be included in the structure of the work itself, in its content.

A strong culture contributes to the development of an organization, and development is impossible without innovation. A corporate culture focused on innovation allows the organization to quickly adapt, adequately responding to changes in the external and internal environment. Such a corporate culture turns into an innovative culture of the organization.

Innovative culture, being a complex social phenomenon, organically combines issues of science, education, culture with social, especially professional, practice. Within an enterprise, the innovation culture is almost identical to the production culture. But if the concept of “production culture” is applicable in most cases within an enterprise, then the concept of innovation culture is much broader. Innovation culture as an area of ​​the general cultural process characterizes the degree of receptivity of an individual, a group, or a society to various innovations ranging from a tolerant attitude to the readiness and ability to transform them into innovations; reflects the level of development of innovation processes, the degree of people’s involvement in these processes, their satisfaction from participation, and the overall state of the macro- and microenvironment, measured by a set of criteria for innovation culture13.

An innovative culture ensures people's receptivity to new ideas, their readiness and ability to support and implement innovations in all spheres of life. It reflects a person’s holistic orientation, enshrined in motives, knowledge, skills, as well as patterns and norms of behavior. She shows how

the level of activity of the relevant social institutions, and the degree of satisfaction of people with participation in them and its results. Innovations may or may not be openly accepted. The innovative potential of an organization will be more successfully realized, the stronger the commitment of the organization's personnel to the implementation of the strategy, and depend on how people strive to achieve the best results in the workplace.

Corporate culture, management style, goals, mission and strategies of the enterprise include the employee in the organization's system and form the overall innovative culture of the organization. The results of any enterprise must be linked to corporate culture, often interpreted as “value system management.”

There are two types of influence of corporate culture on the effectiveness of an organization:

The influence of the dominant type of organizational culture on the success of business development. The existing corporate culture can be effective and contribute to achieving the goals of the organization, or, on the contrary, it can have a strong negative impact on the effectiveness of activities. Successful organizations are those whose established corporate culture is not internally contradictory, is consistent with the development strategy and meets the characteristics of the business and the objective requirements of the external environment;

The impact of inconsistency between implemented and officially established rules, regulations and procedures. The level of controllability directly depends on the nature of informal norms and rules, as well as the degree of their influence on the activities of the organization.

The above provisions are very important. But it is very unwise to give general recommendations for the design and development of an effective corporate culture, since in each specific case an approach will be required that is appropriate to the conditions in which the organization operates. We can only highlight some of the key aspects of culture that influence performance; note some mistakes associated with the lack of cultural management and miscalculations in the program for its development; indicate possible ways to change an unfavorably established culture.

The internal characteristics of an organization - its organizational structure, labor processes, working and production conditions, personal culture and communication culture, management culture - are very similar to how the organization looks from the outside - attitude towards customers, attitude towards shareholders, social

responsibility. Creating and maintaining a corporate culture of sustainable development has now become the most important strategic source of advantages in competition and brand differentiation, in the emergence of a favorable socially responsible image of the company in society.

Opinions about the level of development of corporate culture elements can be identified on the basis of expert assessments, sociological surveys, and tests. Such studies should be carried out regularly, in a monitoring mode. The goal of diagnosing a company's corporate culture is the systematic interpretation of existing cultural symptoms using certain tools, and the result is the visualization of the existing corporate culture. Timely diagnosis of attitudes towards the organization of employees, clients, shareholders, business partners, and society as a whole will help to pursue an active policy, anticipate crises, develop and improve.

Currently, various methods have been developed that allow managers to form and maintain the corporate culture of an enterprise necessary for the success of the organization's development strategy. After determining what requirements the culture of a given organization must meet in the context of a specific development strategy, management first determines what the management philosophy and practice should be. Based on the management philosophy, enterprise managers outline specific methods for creating an effective organizational culture.

Of course, the real formation of an effective organizational culture at Russian enterprises is a matter of the future. But the unprecedented dynamism of our time today requires them to choose new guidelines for strategic development. Any Russian organization striving to keep up with the times must have, as one of these generally recognized guidelines, the formation of an effective corporate culture that gives each employee the opportunity to self-affirm, maximize the manifestation of their abilities, and realize the importance of their personality, which is one of the main motives for the effective work of the entire organization . The decisive role in the formation of such a culture should be played by Russian leaders of a new type, capable of transforming high corporate culture from a beautiful-sounding epithet into a fundamental quality of their organization.

Notes

1 Laricheva E.A. Comparative analysis of corporate, innovation and production culture // Management in Russia and abroad. 2004. No. 5. P. 25-32.

2 Stoyanova V.A. Assessing the influence of the organizational culture of an enterprise on the efficiency of production activities // Management in Russia and abroad. 2005. No. 1. P. 3-9.

3 Kostyuchenko A.A. Corporate culture in the activities of a modern Russian company // Management today. 2005. No. 3. P. 45-49.

4 Bagrinovsky K.A., Bendikov M.A. and others. Corporate culture in the modern Russian economy // Management in Russia and abroad. 2004. No. 2. P. 59-64.

5 Corporate culture and change management. M.: Alpina Business Books, 2006. 191 p.

6 Shane E. Organizational culture and leadership. 3rd ed. St. Petersburg: Peter, 2008. 336 p.

7 Kapitonov E.A., Zinchenko G.P. and others. Corporate culture: theory and practice. M.: Alfa-Press, 2005. 352 p.

8 Vasilenko S.V. Corporate culture as a tool for effective personnel management. M.: Dashkov and Co., 2009. 136 p.

9 Vikhansky O.S., Naumov A.I. Management. M.: Gardariki, 2003. 528 p.

10 Robbins S. Fundamentals of Organizational Behavior. M.: Williams, 2006. 448 p.

11 Persikova T.N. Intercultural communication and corporate culture. M.: Logos, 2004. 224 p.

12 Kuznetsov I.N. Corporate culture. M.: Misanta: Book House, 2006. 206 p.

13 Laricheva E.A. Development of innovative culture at the enterprise // Bulletin of the Bryansk State Technical University. 2009. No. 2 (22). pp. 128-133.