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the Place and a role of organizational culture in proizvodstvennoyohozjajstvennoj firm activity

In labour collective and the attention to proyobleme human relations in the middle of the last century has resulted researches of relations k.revoyoljutsii in the field of interpersonal relations in the field of management.

In reconsideration of a role of management there were serious changes, koyogda Douglas the Poppy-gregor has sounded the theory of management based on organizational cultural values and respecting desire of the individual independently to be responsible results of the work.

The understanding the manager of the importance of work for employees, is a basis of cultural adapted process of work and system voznayograzhdenija, influences group and individual organizational behaviour FOR achievement of objects in view: Value of culture V'proYOtsesse of motivation it is displayed on fig. 1.1.

Fig. 1.1. Value of culture in the course of labour motivation

According to the modern theory as the main tool of management in the organisation its culture which basic element is the certain set of belief, joint values serves. Organizational
Culture of firm - one of the effective remedies of attraction and moyotivatsii employees. As soon as the person satisfies requirements peryovogo level, it has a requirement for other: position in kollekyotive, a generality of values, non-material motivation. Requirements sluyozhashchih are in many respects determined by a cultural context dominirujuyoshchih installations and system of values, along with system of national representations in which the person lives and works, and also that potrebnoyostej which define the importance of work for the personnel. The culture consolidates the organisation in a single whole, carrying out a role binding fakyotora. Firms with the expressed culture use human resources much more effectively.

Besides, the organizational culture increases continuity and a constancy of all organizational principles, it as though replaces formal management. As a result of formation at the enterprise of strong corporate culture the spiritual comfort and sotsialyono-psychological conditions for creative, effective work persoyonala is created, developed firmennyj.stil

Functions of organizational culture are dynamical — they preterpeyovajut changes and formation, modelling demand. The majority of functions of culture are important both for the organisation, and for its each member. A huge role the organizational culture in strengthening splochenyonosti and coordinations of behaviour of employees plays, speeds of acceptance reyosheny, abilities to generate new ideas, initiative growth, tvorcheyostva, responsibility and motivation, readiness to make a compromise.

Defining role is played by organizational culture in the permission and decrease in level of conflicts. On interrogation of the American association meyonedzhmenta heads of various ranks not less than 25 % of time zatrayochivajut on settlement of labour disputes. If to increase this percent
On average earnings of managers anybody will not have doubts in grandness of losses from not resolved conflicts [tsit. On 56].

The organizational culture is found out that is valuable to it what style of its leadership, language and symbols, procedures and daily norms, and also in how the success is defined.

In other words, all that defines uniqueness of character of the organisation.

Internal structural units of the organisation, such as funktsioyonalnye divisions, hierarchical levels or even brigades, too moyogut to differ own unique culture. Many researchers observed failure in functioning of the organisations because of collisions kulyotur divisions (J. Van Maanen and S.Bardi (Van Maapep and S. Barley, 1984, 1985); J. M.Dzherimier, J. U.Slokum, L.U.Fr, J. Tajnee (J. M.Jerimier, J. YAK Slocum, L. W. Fry &J. Gaines, 1991)). It is easy to make out, how similar cultural distinctions can transform the organisation into something fragmentary and do impossible achievement of high levels by it efyofektivnosti. Thus it is important to mean, that each structural unit bears in itself and the elements of culture typical for the organisation as a whole. For this reason at an estimation of culture of the organisation it is possible to hold in focus of attention or the organisation entirely as analysis unit, or to consider cultures various se units, vyjavljat the general dominating attributes podrazdeleyony, and then them to consolidate. The similar combination of approaches can give priyoblizhennuju an estimation of the general organizational culture.

Valuable installation at organisation level "refracts" in speyotsificheskih for it the monitoring system, a management style and, at last, orgayonizatsionnom a climate (tab. 1.1 see) [7].

Table 1.1

Cultures

Characteristics Possible variations
The monitoring system Rigid, osnovanyonaja on podozriyotelnosti Moderated, osnoyo

Bathroom on experience

Flexible, based on the information
Style upravlennja Autocratic,

The direct

Management

Moderated, a game

sultativnoe rukoyovodstvo

Democratic, uchayostie in management
The organizational

Climate

Opposition, the conclusion konyotrakta The compromise, ustupyoki Cooperation, neyoformalnye communications

Variations of norms and rules of mutual relations in the different organizational

The American scientific J. Ollport, P.Vernon and K.Lindzi [47] odyonimi from the first have offered a method of an estimation of values. In spent by them cross-country-kul turnyh researches they used classification cheloyovecheskoj activity and base ideas on theoretical, economic, aesthetic, social, political and religious (tab. 1.2).

Classification of values and activity kinds, on Ollportu, to Vernon and

Table 1.2

Lindsi

Type of the person Priority values and behaviour kind
The theoretical Appreciates true opening. It is critical, rayotsionalen, aspires to order and sisyotematizirovat the knowledge.
The economic Appreciates that is useful. It is occupied prakticheyoskimi by affairs, especially business, otseniyovaet all is utilitarian, is pragmatic.
The aesthetic Appreciates beauty and harmony, quality and symmetry. Finds satisfaction in artistic eksperimentirovanii.
The social Appreciates altruism and philanthropy. It is kind, sympathising, neegoistichen, loves people.
The political Appreciate g the power and influence. Aspires to liyoderstvu, enjoys a competition and struggle.
The religious Appreciates a unification with "space", misticheyoski concerns all.

The given research has appeared rather significant for sravnitelnoyogo management as proved interdependence and vzaimoobuyoslovlennost values and behaviour. Researches have shown, that politiyoka all prospering companies which well know the business and imeyojut clear aims and accurately expressed principles, necessarily includes in seyobja representation about culture as the organisation keystone to success. So, the credo of the company «Johnson and Johnson» since 1943 reflects its responsibility before the customers serving, managers, successors of those cities where the company settles down, and its shareholders. One of osnovopolagajuyoshchih principles of organizational culture of company Hjulett-Pakkard is the understanding of that people always wish to be engaged in good creative work and are ready to do it at the correct organisation of work. One of heads of a highest level of the company I Pour Platte in the speech at Jelsky university has told: « The thick book of laws is not necessary to us. We lean against the values accepted in the company, and on ability of people to operate in the best way under any circumstances ».

Collins and porrans in the book «Built to Last» have analysed histories of development of 18 successful companies, trying to understand, that distinguishes protsveyotajushchie the companies from their less successful competitors. Authors have come to conclusion, that in all successful companies the tendency to silyonoj or і'аннзационной to culture was observed: ideology of the company it is hot propagandiyorovalas, employees strictly submitted to ideological principles, noyovye members of the company should be entered ideally in the organisation, in employees the sensation of an elitism developed and supported. AvYOtory also have noticed, that such companies adapted to izmeneyonijam, dik guemym time is easier.

J. The cotter and J. Heskett compared 12 companies with strong kulyoturoj and 20 companies to weak organizational culture for the period
1977-1988 on various indicators also were convinced, that the first grup a pas surpasses the second in incomes, cost of actions and net profit.

Discriminate two ways of influence of culture for an organizational life. The first is a culture and behaviour mutually influence against each other. The second - the culture influences not only that people do, but also how they it

Do.

There is discrimination to allocation of a set of variables by means of which influence of culture on the organisation is traced. The set of the variables chosen by a management for the analysis of the organisation, can be connected directly with level organizational vzaimoyodejstvija: the organisation - an environment; group - group; the individual - organiyozatsija. Thus for each level (the individual, the group, the organisation) can be measured as efficiency of their functioning from the point of view inteyoresov the organisations, and satisfaction. Besides, each of ukayozannyh groups of variables can be considered in time - aspect, i.e. to be mainly focused on short-term or dolyogosrochnuju prospect.

V.Sate considers influence of culture on an organizational life through processes: decision-making; the control; communications; posvjashchyonyonost the organisations; perception of the organizational environment; the justification svoyoego behaviour.

Thus first three processes correspond with the first, superficial level of organizational culture or samples organizational poyovedenija, and following three - with the second, a motivation level, imejuyoshchim a "valuable" basis. How these processes proceed, efficiency of functioning of the organisation depends.

How much really people co-operate in the organisation, zaviyosit from assumptions divided by them in this area. In one organizayotsijah the higher value is group work, in others - vnugrennjaja
Competition. Speaking in other words, the web depends on what filosoyofija prevails: individualistic or collectivist.

In the management nature there are three mechanisms of influence and konyotrolja: the market, administration and culture. Usually in the organisations there are all three mechanisms at once, but at different degree.

At a market mechanism rely basically on the prices. predpoyolozhenie consists that the varying prices should stimulate necessary changes in the organisation.

The administrative mechanism is under construction on formal authority. Process consists in change of rules and procedures by means of the edition of instructions.

The cultural mechanism of management is entirely based on divided beliefs rules and values.

Authors of the known best seller "In search of successful management” T.Piters and R.Uoterman have found out communication between culture and success in organisation work. Having imitated successful American firms and having described administrative practice, they "have deduced" a number of beliefs and tsennoyostej the organizational culture, led these companies to success: belief in actions; communication with the consumer; encouragement of an autonomy and predpriimchivoyosti; consideration of people as main source of productivity and efficiency; knowledge of that, than you operate; not to be engaged in what you do not know; simple structure and not numerous staff of management; a simultaneous combination of flexibility and rigidity in the organisation.

More generally communication between culture and results dejatelyonosti is presented the organisation to models of American sociologist T.Parsons. The model is developed on the basis of the specification of certain functions, which any social system, including the organisation, should carry out to survive and become successful. The first letters angyo
lijskih names of these functions in an abbreviation have entitled this modeyoli - AGIL: adaptation; achievement of the purposes; integration; legitimacy.

The model essence consists that for the survival and prosperity any organisation should be capable to adapt for constantly varying conditions of an environment, to achieve performance postavyolennyh it of the purposes, to integrate the parts into a single whole and, at last, to be recognised as people and other organisations.

T.Parsons's ideas have been developed and concretised R.Kvinom and J. Rorbahom in their model “Competing values and organizational efficiency”, explaining influence of those or other groups of values on organizational efficiency. In development of model AGIL was predloyozheno to consider this influence not in one, and in three measurements. Therefore the model so-called “competing values” was used. The given model includes following three measurements:

Integration - Differentiation: concerns designing of works and the organisation as a whole. The given measurement specifies in degree from which in the organisation the emphasis becomes or towards the control (prefer stayobilnost, an order and predictability), or towards flexibility (predpoyochitajutsja innovations, adaptation and changes).

Internal focus - External focus: the given measurement reflects preyoobladanie in the organisation of interest or to the device of its internal affairs (skoordinirovannost and satisfaction of workers), or to ukrepleyoniju positions of the organisation in an environment.

Means/tools - Rezultaty./indicators: measurement демон­стрирует* distinction in concentration of attention, on the one hand, on protsesyosy and procedures (planning, an establishment of the purposes, etc.), and with another, on definitive results and indicators of their measurements (proizvoditelyonost, efficiency, etc.) (fig. 1.2).

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