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problems of changes and formation of organizational culture at the Russian enterprises

In the conditions of high variability of an environment the major фак* torom successful adaptation is use of active management by changes. In such situation preliminary, reaction becomes neyoobhodimostju, as time demanded for working out, and.

Introductions of all complex of innovations, it appears more than for what proyoishodit development of changes in an environment. However the enterprise moyozhet to carry out a full complex of internal changes before external processes will have time to bring financial losses. Correctly splayonirovannaja strategy in this case will allow to reach competitive preyoimushchestv and to receive additional profit.

Formation of joint experience of members of the organisation as sotsialyonoj units occurs during the decision of two basic problems: probleyomy external adaptation and a survival and a problem of internal integration (tab. 1.15).

The table of 15

Formation of culture of the organisation: problems external

And internal integration (on E.Shejnu)

Problems of external adaptation and survival Problems of internal integration
Definition of mission of the organisation, ss problems, a strategy choice on mission execution Choice of methods of communications (common language and used concepts)
Establishment of the purposes on the basis of the consent Establishment of criteria of membership in orshnizatsii and its groups
Definition of methods of achievement of the purposes (vyyobor or_-struktur і, subordination and stimulation systems) Development of rules of finding, podderyozhanija and losses plasti, distributions of statuses in the organisation
Development of criteria of measurement of the results reached in the organisation (sistsma informayotsii and the control) Definition of rules of interpersonal interaction
Establishment of types correcting vozyodejstvy Formulation desirable and neyozhelatelnogo behaviour (punishment and the award)
Explanation of successes and failures, finishing inyoformatsii about possibilities and successes to predyostavitelej an environment Ideology and religion development orgayonizatsii.

Formation and change of culture of the organisation occurs, on E.Shejnu [89,102], under the influence of primary and secondary factors: To the primary carry the factors connected with features organizatsionnoyogo of behaviour of managers and duties carried out by them.

Secondary factors, on thought. E.Shejna, in bolshej degrees otrayozhajut organizational ceremonies et organisation symbolics. Na.formirovaYOnie cultures of the organisation also I render t influence:

• the business environment in whole branches in particular;

• samples of national culture;

• the person of the leader or the company founder

By results of a considerable quantity of the collected materials in the general view it is possible to allocate following groups of problems of change of orgayonizatsionnoj-culture in sequence of their occurrence.

1. Collision traditional i-new sights on organizatsionyonuju a problem. Origin problems, and innovation formation-organizational, struggle of ideas, revaluation of habitual forms of work (communications), rayonee effective, but not so not corresponding to new requirements on danyonom a development stage. At last, a recognition of existence of the problem and necessity it to solve.

2. Problems of an embodiment of idea in concrete, decisions (the design studies which are organizational-regulating documents). At this time quite often there is a transformation of the idea therefore realiyozuemoe the decision loses the innovative sense or, on the contrary, povyyoshaetsja its value. The first can be considered as negative reyozultat operational development, and the second - as POSITIVE;

3. A problem of adaptation of an innovation by Wednesday and environments to novovvedeyoniju. It arises as at an experiment stage, that is skilled vnedreyonija innovations, and at a stage of its wide circulation.

In the system-organizational plan new svjayozi cancellation old-or should precede an establishment of any there should be other changes in structure of the settled communications. How much and as soon oni.buyodut are compensated by effect of an innovation, remains to unknown persons for heads and executors on doeksperimentalnom a stage.

4. A mass character problem. This problem is most kriticheyoskoj in innovative process. As a result it is not reached expected effekyotivnost from an innovation, it was discredited in the name of workers herself kamyopanija.

The reasons underlying specified problems, consist in organiyozatsionnoj impreparations of industrial system, psihologicheyoskoj and professional impreparation of people to perception novoyovvedenija, to daily and its universal application.

The decision of problems demands first of all the serious analysis of already developed organizational culture considering degree of its influence on realisation of plans of firm, after all any changes should soyootvetstvovat to internal possibilities of the organisation. In a word, it is necessary to avoid a situation when heads realise level of culture of the organisation only when try to spend changes which it does not accept. There is a collision of two cultures: old and new.

For example, in the late eighties with a similar problem the management of American company Boeing which was afraid has faced, that evropejyosky the air bus will catch up Boeing technically and will bring down the prices, Introduction in practice of the organisation of management of the Japanese methods has caused proof aversion and even resistance from managers kompayonii, many of which simply have not been interested in changes. Boeing has gradually left similar employees, having made it vesyoma it is tactful and accurate. Jack Uelch, head General Electric, was not so

It is soft and has dismissed hundred managers when to feel resistance nayozrevshim to changes from the developed organizational culture.

John Kotter in 1995 has published article under the name "pocheyomu attempts of changes fail?", in which has generalised the operational experience more than with hundred companies of a different profile and the size in AmeriYOke and Europe [95]. It allocates eight typical errors, made ruyokovoditeljami the majority of the companies:

1. The nanosecond is created strong enough sensation of promptness;

2. Strong enough coalition supervising izmenenijayomi is not created;

3. A vision lack;

4. Insufficiently strong transfer of vision to employees of the company;

5. Obstacles for new vision do not leave;

6. There is no regular planning for the purpose of achievement of short-term victories;

7. Too the victory early appears;

8. Changes do not take roots in corporate culture.

In work of the Russian companies these errors meet to a bowl, than it would be desirable.

Many Russian companies face already or will face the next years necessity for realisation of changes. To sozhayoleniju, heads of the Russian companies are is much worse armed znayonijami under the theory of changes and practical recommendations about them osuyoshchestvleniju. It occurs but to the several reasons:

1. The domestic theory of organizational development does the first shayoga and has no long history and the traditions allowing akkumuliroyovat and to analyze available experience.

2. There are very few publications in Russian, specially devoted to management of changes.

3. Use of experience of such multinational companies, as General Electric, AT&T and IBM to which often refer in translation textbooks the same as also direct use of the recommendations based on the American or West European experience, is rather doubtful owing to the big distinctions in resources which the firm has, in makroyoekonomicheskoj to environment in which it works, and in features natsioyonalnogo business. Therefore often we face situations when rukoyovoditeli the Russian companies start to carry out process izmeneyony, leaning on the previous experience, common sense and intuition. Unfortunately, in overwhelming majority of cases of it it is not enough for success achievement.

Realisation of organizational changes is an aerobatics in work of heads of the companies, assuming knowledge of psychology of process of changes, its philosophies and technology, and also studying usyopeshnogo and unsuccessful experience of other companies. It is possible to compare osushchestyovlenie organizational changes to an ascension on the unknown person veryoshinu. Always there is a probability of failure, but careful podgolovka and knowledge of the errors made others, raise probability of success.

So on supervision (fig. 1.13) which data have been received on the basis of interaction approximately with two hundreds companies with the Russian and foreign capital approximately within five years a parity osoznanno and neosoznanno the generated organizational culture in the Russian and foreign companies it is approximately that:

1) the Russian companies (the Russian management without considerable vlijayonija from the western partners)

20 % - osoznanno the generated organizational culture;

80 % - existing, but practically not realised;

2) the western companies:

70 % - osoznanno;

30 % - are not present;

3) east companies:

90 % - osoznanno generated

? Osoznanno it is generated

■ neosoznan io the generated

Russian Western East

The companies of the company of the company

Fig. 1.13. The relation osoznanno and neosoznanno generated organizayotsionnoj cultures

Thus, the organizational culture in the majority is formed in the Russian organisations neosoznanno [90].

Problems of formation of organizational cultural values in Russia are connected not so much with quality of the legislation, how many with otsutyostviem corporate governance practice.

In 2003 inspection of norms and principles orgayonizatsionnogo behaviour and culture of the organisations 31 joint-stock companies from the Sverdlovsk, Perm, Chelyabinsk and Kurgan areas, belonging to different branches and fields of activity [84] has been spent. The Aggregate number of respondents has constituted 72 people (38 - members of Boards of directors, 34 - members of boards).

Consider important maintenance of conformity of activity korporayotsii to legislative norms - 21 %, information disclosing - 29 %. Only 68 % of respondents have in the affirmative answered, that Board of directors osushcheyostvljaet an effective control over management.

On a question, set to top-managers of the surveyed structures, whether soyobljudaetsja balance of interests between management and shareholders,
Only 11 % have answered in the affirmative, 54 % consider, that such balance takes place somewhat, 28 % - in the minimum degree, 7 % - otsutstvuyoet. It testifies that the existing culture of the organisations is far from civilised norms and rules of corporate behaviour.

Acknowledgement of it is the weak knowledge of principles and tsennoyostej organizational culture. So, only direkyotorov and 22 % of members of the board have 27 % of members of Councils correct, in their opinion, predyostavlenie about the given principles. The majority of respondents (sootvetstvenyono 67 and 60 %) have answered, that know them only somewhat. NastoraYOzhivaet that is a lot of persons (6 and 18 %), carrying out key functions of management in corporations, are familiar with principles corporate upravyolenija in the minimum degree. Through a prism of such knowledge (is more exact neznayonija) and it is necessary to consider other answers, concerning base voproyosov cultures of the organisation and a corporate governance.

In answers ambiguous positions otnositelyono importance of an information transparency (tab. 1.16) have been fixed.

Tab. 1.16

The relation to disclosing of the information of the company

| The relation to information disclosing about dejatelyo

nosti the companies, %

Councils direkto - j a ditch ' Gop -

Managers

Important only for the companies, which action vyyostavljajutsja on the auctions, for attraction of investors 65 60
It is necessary only for investors 59 39
Creates the companies attractive image otyokrytogo business 47 64
Promotes increase of a position of the company in professional ratings 44 39
Becomes iod уірозу competitive positions kompayonii 22 21
Allows to reduce to a minimum the conflict intereyosov at the conclusion of transactions 12 14
Creates additional complexities with ispolneniyoem the office information 6 17

37 % of the interrogated higher executive heads consider, that the culture of the organisation should be aimed at cost growth komyopanii, as main strategic target of development of business; priderzhiyovajutsja more a common position - the culture of the organisation should combine 63 % harmoniously both economic, and social approaches. However, in comparison with inspection of 1999 there were positive shifts in the relation ruyokovoditelej to a question on necessity of training of workers to norms and rules of culture of the organisation. If in 1999 80 % of respondents vyskayozyvalos for such training, in 2002-2003 - 100 %. It is possible to explain such unanimity to that top-managers really estimate a level of development of culture of the organisation in the firms (22 % interrogated schitayojut its low and very low, the others - an average).

Whether pays the higher executive management attention to process of perfection of culture of the organisation? Overwhelming number responyodentov (81 %) have answered this question positively. On a question: «As you consider, whether the administration is engaged in kultuyory-organisation formation?» 48 % of respondents have pro expressed only, 7 % have relieved of responsibility for formation of this component, approving, that norms of corporate behaviour do not depend on efforts of a management.

The higher executive management realises, that it is necessary to form a positive image of the company (96 % interrogated vyskazayolis in this occasion in the affirmative). At the same time it does not show tayokogo unanimous opinion that corporations should develop on principles of socially responsible business (to heat respondents otneyoslas to the given offer negatively or was at a loss with the answer). Probably, formation of positive image heads not svjazyyovajut with the decision of a problem of social responsibility of firm that runs counter to universal tendencies of corporate development.

The answer to a question is not less indicative: whether «the management razyovivat corporate strategy on principles of the account of high moral obligations and social responsibility Is ready?» The overwhelming majority (59 %) is cautious otmstilo, that the given theme demands discussion, 29 % otyonesli its decision on long-term prospect, 4 % interrogated vyskayozalis categorically against the statement of a question. Only 4 % gotoyovy to consider by working out of corporate strategy principles sotsiyoalnoj responsibility. Such spectrum of opinions characterises low uroyoven developments of valuable representations in the organisations and in a society as a whole.

Therefore purely declarative it is necessary to perceive statements of heads about the relation to the person as to the main resource (70 %), and about their characteristics of the enterprise as aspiring to growth and changes (92 %). After all institutsionalnuju environment in the organisations it is impossible soveryoshenstvovat without morals, responsibility and other values.

Almost 80 % of the higher managers have supported necessity koyodeksa corporate behaviour for their companies in quality rekomenda - telnoj norms. At the same time about 10 % of members of Boards of directors and 4 % of members of boards consider, that the code is not necessary in general. It speaks about impreparation of a management to adequate perception vozrastajuyoshchej roles of culture of the organisation and norms of corporate behaviour.

The carried out researches allow to draw a conclusion that neyoobhodimo to consider process of evolution of intrafirm relations as result of dynamics of changes of system of values and strategy korporayotivnogo behaviour.

Marking ways of realisation of changes in culture of the organisation it is possible to allocate social factors and the indicators raising probability usyopeshnogo or a failure of realisation administrative resheyony on cultural innovations (tab. 1.17).

Table 1.17

Factors and the indicators raising probability successful or a failure of cultural innovations

Factors Indicators Probability
Favorable outcome Failure
Ideologicheyosky fakto - ry Quality

Ideologies

Known, polozhiyo

telnyj result

Uncertainty (negative izyomenenie the status and a role)
Quantity

The expected

The blessings

Precisely known, sovpayodajushchee with desire of the subject Unknown, impossibility to supervise it kolichestyovo from the subject
DolgovreYOmennye with -

tsialnye

Factors

Culture Acceptability, belief in favour of an innovation The negative relation,

Opinion on destructiveness

Properties

Persons

Physiology

Steady, opened, self-assured Unstable, nonflexible, nevyoroticheskaja or psihoticheskaja
The healthy The specific negative
Skills Got blagoyoprijatnyj experience Absence or negative experience, impreparation
The external

Factors

1

Mood Quiet, rasslablenyonoe or ejforicheskoe Suppressed, svsrhvozbuzh -

dennoe, emotionally ugneyotennoe

Expectations Known possibilities Danger, harm, manipulations with consciousness, unknown persons vozyomozhnosti
Desires The general satisfaction, the special personal purposes Aimlessness, desires (vozyomozhno, suppressed) navreyodit to itself or a society
Internal factors tseyolevoj environments The moral

Climate

Pleasant and aesthetically attractive Cold, impersonality yj,

"Research"

SotsialYOnye otnoyoshenija FormalYOnye nayo

stavlenija

Friendly, prijazyonennye relations intermeal ’ employees Absence of respect and maniyopulirovanie the person, zhesyotokost
Clear, clear, spoyosobstvujushchie to trust and successful result Ambiguous, dishonest,

Creating chuvst in mistrust

Implicit | requirements Coinciding with obvious elements of the dialogue, encouraging Contradicting promised, promoting strengthening neyogativnyh parametres

In the bulk modern scientific publications affirms, that the succeeding companies, capable to support profitableness and a financial turn above norm, are characterised by that udovletvorjayojut to a number of accurately defined conditions [61]. Six of them are considered prinyotsipialno as the important. The first consists in existence of solid barriers,
The extraneous organisations interfering occurrence in sphere dejatelyonosti such companies. When other organisations appear before liyotsom necessities to overcome various obstacles in a way vhozhdeyonija in business in which your organisation (for example, - vysoyokie the expenses, special technology already is engaged or patentovannye knowledge, prepjatstyovujushchie to occurrence of other firms in your market), at you will be a little konyokurentov; and it is possible, and will not be at all. The insignificant quantity soyopernikov means possibility of the big turns for your firm. The second condition is the impossibility of substitution of production. When other organisations not in a condition to duplicate the goods or services of your firm and there are no other alternatives, for example, you are their unique supplier, it is reasonable to expect, that turns, most likely, will be poyovyshennymi. The third condition of success — the big share of the market allowing to your firm successfully to invest the capital with use of a scale effect. The largest of yokes fates of the market can agree about kontsesyosijah, resort to sales at a discount, carry out vertical inteyogratsiju and even to buy smaller competitors, achieving such obrayozom the big turns. The fourth condition consists in weak vozmozhyonostjah buyers at the conclusion of transactions. If, for example, buyers of production of your firm get to dependence on the company headed by you owing to that they do not have other alternative sources, growth of turns is obvious result of similar position veyoshchej. The fifth condition • - weakness of suppliers at the conclusion of commercial transactions. As well as in the presence of the fourth condition when suppliers, not having other alternative contractors, appear dependent on your company, you will have higher level of a turn of the finance. poyostavshchiki will be forced to offer your firm the preferable prices convenient for you plans-schedules of deliveries, the raised levels kayochestva and-or more vysokopatentovannye production and services. The sixth and
Last condition is defined by existence of rivalry among vayoshih competitors. It promotes derivation of attention from aspiration to compete on equal with your company. Instead of a target of the collective attacks to choose your firm, contenders combat with each other. Equally important there is that circumstance, that this rigid competition, most likely, promotes increase stanyodartov indicators of activity of the industry as a whole. Stimulus to uluchsheyoniju activity are a product of a severe competition [99).

There can not be a doubt, that all listed concerns the category of desirable features which can promote financial success. They to the full correspond also to the standard concept of common sense. It is remarkable, however, that during the last dvadtsayoti has laid down the most succeeding firms of the USA did not possess any of these competitive advantages. The top five figurants of last of two deyosjatilety — firms which on turns of the finance in a literal sense were out of competition, — had no any of so nazyvaeyomyh necessary preconditions of success. These most succeeding firms had appeared South - West Airlines (оборот21775 %), Wal-Mart (a turn of 19807 %), Tyson Foods (a turn of 18 118 %), Circuit City (a turn of 16 410 %) and Plenum Publishinq (a turn of 15 689 %) (see: J. Pfeffer, 1995).

It is possible to speak long about interesting traditions foreign komyopany which were formed by decades, about their difficult organizayotsionnuju culture. But, probably, it is more interesting to know, that proishoyodit in the Russian companies, the companies with completely Russian meyonedzhmentom.

If to compare a situation which took place 3-4 years ago, toyogda, speaking about the requirements for the personnel, heads were almost always limited to demanded qualification and biographical particulars. Perhaps, when it was a question of the secretary, recollected about external data. SejYO
Hour all became in another way. On the one hand, because became more raznoyoobrazen the market. With another - heads began to understand, that korporativyonaja culture and employees as its spokesmen define pozitsionirovayonie firms in the market, level of work with clients, image. L psihologicheyosky a climate and benevolent relations allow people more splochenno to achieve objects in view for themselves, instead of «for the uncle». Than more difficult a situation, the companies with strong corporate culture, with traditions, with the people, ready to support during the difficult moment each other and the firm are especially competitive.

Interrogation of employees of different commercial banks, trading and konyosaltingovyh firms has shown, that the top management of these organisations viyodit in corporate spirit a source of well-being of firm.

According to the interrogated heads, the corporativism includes in

Itself:

1. Professionalism of employees

2. Fidelity and loyalty in relation to firm

3. Material and moral stimulus of encouragement kvalifitsirovanyonyh experts

Employees perceive corporativism as:

1. Friendly mutual relations with colleagues

2. Possibility of professional growth

3. Material privileges and compensations

The majority of the interrogated consider, that turnover of staff - praktiyocheski unique criterion of fidelity selected corporate politiyoki. Therefore for employees awards, privileges are provided. Them pooshchyorjajut and it is constant with something congratulate - on promotion, birthday or a professional holiday. If holidays not hvatayoet always it is possible to think up them (Day of the bookkeeper, Day of the secretary and t. And.).

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A source: Tjurikova Maria Mihajlovna. Development of methods for assessing and shaping the organizational culture of a commercial enterprise. Thesis for the degree of candidate of economic sciences. St. Petersburg - 2007. 2007

More on topic problems of changes and formation of organizational culture at the Russian enterprises:

  1. 1.4. Problems of changes and formation of organizational culture at the Russian enterprises
  2. 1. Teoretiko-organizational problems of formation of organizational culture of the enterprise at the present stage economic development
  3. Scientifically-praktnchsskns recommendations about increase of efficiency of organizational culture of the Russian enterprises
  4. 3.3. Scientifically-practical recommendations about increase of efficiency of organizational culture of the Russian enterprises
  5. Teoretnko-organizatsnonnys problems of formation of organizational culture of the enterprise at the present stage of economic development
  6. Features of formation of organizational culture of the enterprise
  7. 1.3. Principles of formation and management of organizational culture of the enterprise
  8. Principles of formation and management of organizational culture of the enterprise
  9. Elements of external adaptation and internal integration of organizational culture in the course of its formation
  10. Definition of key directions of perfection of management by formation of organizational culture of basic university
  11. Use of administrative consultation with the purposes of development of management by formation of organizational culture of basic university
  12. Working out of a complex technique of an estimation of objects of management by formation of organizational culture of basic university
  13. the Appendix 22 Model of process of formation of organizational culture under effect
  14. 3.1 Estimation of management of formation of organizational culture of basic university and revealing of preconditions of use of administrative consultation
  15. the Entropijno-Sinergetichesky approach to management of formation of organizational culture of basic university
  16. the Basic requests to a technique of an estimation and the analysis of management of formation of organizational culture of basic university
  17. CHAPTER 1. THEORETICAL BASES OF MANAGEMENT OF FORMATION OF ORGANIZATIONAL CULTURE OF BASIC UNIVERSITY