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2.4. Methodological bases of process of formation of organizationalculture


In theory the organisation developing now on a joint of various sciences and directions, there were various approaches to a problem of formation of organizational culture. So, for example, Reznik J.M., Kravchenko K.A.
is allocated with three basic items on a problem of formation of organizational culture:
The organizational culture - a product of "natural development» the organisations, natural in the sense that it develops spontaneously in the course of dialogue and interaction of people and irrespective of their subjective desires (evoljutsionistskaja culture model);
Organizational culture - the artificial invention which is created by people and growing out of their rational choice (tseleratsionalnaja culture model);
Organizational culture - the mixed, is natural-artificial system uniting is formal-rational and spontaneous vital processes (model of corporate and civil cultures) [202].
According to Makeevoj V. G, formation of organizational culture begins at the moment of occurrence of the organisation and goes from formal leaders (an organisation management). At the further set of employees conformity of their vital values to values of a prepotent coalition is considered. The organizational culture can arise and be formed both realised, and not realised phenomenon [124, with. 169].
The approximate estimation of a parity realised and not realised in organizational cultures is resulted in table 3.
Table 3
Approximate parity realised and not realised in the course of formation of organizational culture (On Makeevoj V. G [124, with. 169]) Organizations Osoznanno the generated culture neosoznanno the generated culture the Russian 20 80 Western 70 30 East 90 10 Some researchers [54, with. 196] underline, that the overwork attention to organizational culture transforms the organisation into the certain philanthropic establishment anxious only by problems of achievement of social comfort; tvoznikaet the risk connected with the gradual termination of fulfilment by the organisation of the main target economic function.
In our opinion, on process of formation of organizational culture it is impossible to transfer automatically approaches to formation of other types of cultures as organizational variables in various types of cultures have a various target orientation. It is confirmed with table 4 data in which we conduct comparison of administrative and organizational cultures, proceeding from a target orientation of organizational variables.
Table 4
The comparative analysis of approaches to formation of administrative and organizational culture Administrative culture Organizational variables Organizational culture From the outside the Monitoring system From within the Proprietor of process of the Relation of the property the Proprietor of property Waits for the moment the Relation to possibilities Conducts search The is rational-logic Primary decision of problems Intuitive Centralization Delegation of authorities Decentralization Hierarchical Organizational structure Network "Adult" - "child" of the Relation of a subordination "Adult" - "adult" On the organisation Organizational focus Per capita Depreciation Industrial strategy Differentiation of production Productivity Main purposes Efficiency the System Approach to management Situational Integration Work is designed from Autonomy items Under rules work Fulfilment Creative Updating Conducted changes Radical to Do has put Correctly basic rate of actions to Do correct business We We consider, that in the course of formation of organizational culture probably use of following approaches:
The internal approach - assumes a choice of mission, principles of selection of staff, a culture orientation on satisfaction of requirements of its members;
kognitivnyj the approach (maintenance with knowledge) - focuses on planning of career and development of staff, including the lowermost levels of hierarchy, on existence of system of offers on perfection of activity of the organisation and its each member, on a strategic orientation, informal models of leads;
The symbolical approach - assumes availability in the organisation of special language, the symbolical actions, the special ceremonies, the fixed history of the organisation, legends, symbolical figures (people) etc.;
The inducing approach - draws special attention of the organisation to system of motivation of workers.
Compensation for the reached results can be expressed in the form of granting of possibility of training, development of business and personal qualities of staff on the basis of working out of special programs of professional and administrative career in the organisation.
Management style
Organisation strategy


Organizational structure
Fig. 23. Interrelation of organizational culture with control system basic elements
Systems of coordination, planning and the control
Staff: structure, qualification, motivation
From items of management conformity of culture to all elements of a control system should be organizational culture, main principle of its formation. In practice this principle means, that by working out or introduction of changes in strategy, structure and in other elements of a control system managers should evaluate degree from a realizability within the limits of existing culture and if necessary to take steps on its change. However it is necessary to consider, that the culture by the nature is more inert, than other elements of a control system (fig. 23).
Therefore actions on its change should advance all other transformations, thus it is necessary to understand, that results of change of culture will be shown not at once. Usually the organisation grows at the expense of attraction of the new members coming from the organisations with other culture. New members of the organisation, want they that or not, bring in it "virus" of other culture. In some organisations divided beliefs and values of culture accurately ranzhirovany, their relative importance and communication between them do not reduce a role of each of them. In other organisations relative priorities and communications between divided values not so are clear. In the first case the big effect from the point of view of influence on behaviour of people as at them the reliance of is formed is reached what value should prevail in case of a conflict of interests.
Formation of organizational culture requires the account of evolutionary character of its development which can be realised by means of a number of specific measures:
Creations of symbolical figures and images of the chiefs embodying the best values and norms of the organisation;
Concentration of efforts to formation of the most essential organizational values and norms;
Creation and expansion in the organisation of local groups on which certain values extend;
Change of behaviour of employees in connection with experience of real successes of the organisation;
Creations of signs on the organizational culture expressing to value and
Norms;
Combination of directive and indirect methods of formation of organizational culture.
As the practice testifies, two organisations functioning in the same environment, even within the limits of one national culture, can have very different cultures. It well illustrates B.Uorrera's expression: «there are no two similar organizational cultures as there are no two similar cultures national» [50].
From this it is possible to draw a conclusion, that the organizational culture exists in any organisation and is formed or is natural, or in special way. In the first case it is formed as reaction to problem situations (inside and out of the organisation), that allows the organisation to adapt for the changed conditions and to reach the purposes, in the second - purposefully.
Still E.Shejn has allocated two main problems accompanying process of formation of organizational culture: external adaptation (that should be made by the organisation and as should be made) and internal integration (as workers of the organisation decide daily, connected with their work and a life in the problem organisation) [261]. On E.Shejnu, process of external adaptation and a survival is connected with search and a finding the organisation of the niche in the market and its adaptation to constantly varying external environment. It is achievement process.organizatsiej the purposes and, interactions with representatives of an environment. The questions relating to executed problems, methods of their decision, reaction to successes and failures are involved in the given process, etc. Process of internal integration is connected with an establishment and maintenance of effective relations on work between members of the organisation. It is process of a finding of methods of teamwork and coexistence in the organisation. Process of internal integration often begins with a specificity establishment in definition of that concerns both separate groups (subculture), and to all collective of the organisation.
Dividing E.Shejna's point of view, we believe, that detailed study of problems of external adaptation and internal integration as basic directions of formation of organizational culture requires division of elements making it. Proceeding from necessity of such division, to the elements of organizational culture connected with the first group (external adaptation) it is possible to carry mission and strategy, the purposes, means, the control, correction. Accordingly to elements of culture of the second group (internal integration) - common language and conceptual categories, borders of groups and criteria of entry and an exit from groups, the power and the status, personal relations, rewardings and punishments, ideology and religion (enc. 19).
Formation of organizational culture occurs in the certain economic and social environment under the influence of market demands and in a direction of satisfaction of requirements of clients by means of realisation of own interests of the organisation. It is impossible to supply an organisation sustainable development if it is not adapted for changes of an environment and will not possess receptions of flexible reaction to its changes. On the other hand, it is impossible to present the organisation without own internal space, the principles and laws of interaction, an intraorganizational climate and own approach to the decision of problems of internal integration and unity.
However the account of problems only external adaptation and internal integration as it was recommended to E.Shejnom, would be too simplified approach to such difficult, multidimensional phenomenon as organizational culture. Our point of view is based on necessity of allocation bolshego quantities of the elements making process of formation of organizational culture, mnogoaspektnost which is shown in the appendix 20.
Here pertinently to notice, that consideration of ways of formation of desirable organizational culture assumes perception of the organisation not only as technological, but also as social system. For construction of organizational culture which would support strategy of organizational development, the management should undertake a number of steps. So, for example, according to M.I.Magura, the basic stages of work on formation of organizational culture consist in the following (fig. 24).


Fig. 24. Stages of formation of organizational culture (On Magura M. I [120])
Basically, it is possible to agree with such sequence of formation of organizational culture. However, as the stages of its formation allocated with Magura M. I, "as a matter of fact, represent technological aspect of this process and do not consider influence of factors of the external and internal environment (which necessity indicated E.Shejn), we consider possible to offer the scheme of process of formation of the organizational culture constructed by us, considering external and internal conditions of formation of organizational culture and a direction of its influence on organisation activity (fig. 25).


Fig. 25. The scheme of process of formation of organizational culture
Legitimacy of existence of the approach offered by us to formation of organizational culture is stipulated by that submission about significance of an external environment and necessity of its account at formation of organizational culture is one of the major requests sistemnosti and efficiency of functioning of the organisation. Being open system, the organisation in very strong degree depends on an environment concerning deliveries of resources, raw materials, energy, a set of staff, satisfaction of requirements of consumers of production served by it (works, services). This circumstance raises the importance of the account of the factors influencing functioning and development of the organisation, including its organizational culture, therefore it is necessary to stay on it more in detail.
M.Meskon, M.Albert and F.Hedouri have offered classification of factors of direct and indirect effect on the organisation [139, with. 117] (enc. 21). In their opinion, the environment of direct effect includes factors which directly influence operations of the organisation and resources, laws and state regulation establishments, consumers and competitors) test on themselves direct influence of operations organizatsijthpostavshchiki, labour. The sphere of indirect effect is understood as factors which can not render direct immediate effect on operations, but making on their the mediated impact on them (an economy condition as a whole, development of scientifically - technical progress, sotsiokulturnye and political changes, influence of group interests and events essential to the organisation in other countries).
Groshev I.V., Emeljanov P. V, Jurev V. M also allocate the internal and external factors influencing formation of culture of the organisation [54, with. 198]. By consideration of an external environment for the organisation (almost not supervised), influencing formation of its culture, authors mark the business environment of economy in whole and branches in particular, and also samples of national culture. Considering internal factors as internal situational, authors consider, that they represent the greatest interest as are supervised by a management. Among them major factors of formation of organizational culture are more subject to intraorganizational dynamics, than additional. Therefore major factors promote in bolshej to a measure to natural formation of organizational culture, and additional - purposeful. Proceeding from it, Groshev I.V., Emeljanov P. V, JUrev Century of M. Offer model of process of formation of culture under the influence of internal additional factors (enc. 22) which is represented to us worthy.
Adhering to traditional division of factors of influence on external and internal, we offer our classification of the factors influencing formation of organizational culture (fig. 26).


Fig. 26. Factors internal and an environment, influencing formation
Organizational culture
Thus, than more difficult and more movably an environment (that is, the more quantity of factors to which the organisation is obliged to react and above speed of their changes), the more difficult organizational culture. It requires application of the situational approach to the decision of problems of the organisation and raises level of requests to flexibility and adaptability of organizational culture.
We regard necessary to pay special attention on the methodological problems arising at purposeful formation of culture. In our opinion, their occurrence is caused by the following: a weak theoretical readiness of a problem; instability of culture in time; limitation of carrying over "' revealed laws of functioning of culture; razmytostju borders of this phenomenon, its inclusiveness in organisation structure.
Consequences of display of these methodological problems are following circumstances: the superficial interpretation seldom leading to essential shifts in culture of the organisation; unilateral interpretation (disregarding availability and specificity of internal subcultures), strengthening the basic organizational contradiction (the coordination of the individual and collective purposes); the erroneous interpretation introducing the essential bias in development of all organisation.
The decision of these problems, in our opinion, is possible in the course of the studying of the developed organizational culture acting as the precondition of development of culture of the organisation. The approach recommended by us to the organisation of monitoring of change of organizational culture will be stated in a question 5.2 dissertational works.
Here we regard necessary short to stay on the importance of support of organizational culture in the course of its development. Basically this problem is assigned to services of management by staff, and selection process, criteria of an estimation of performance of work, system of compensations, actions for training of staff, advancement and rotation of shots represent components of process of maintenance of conformity of the selected candidates to organizational culture of the organisation.
In our opinion, defining role in support of organizational culture is played by three factors: selection of staff; activity of the maximum key element; methods which help workers to adapt for an organizational environment (socialisation). Selection of staff pursues a definite purpose - to identify and employ the people having knowledge, skills and abilities successfully to perform the job, to the greatest degree compatible to organizational culture. Key element activity as the factor of support of organizational culture is shown that managers of an average link will establish key rules and norms of behaviour, being based on statements of chiefs and their reaction to various situations. The list of these rules and norms falls further on lower levels of management, and employees learn from them, what forms of behaviour most predpo^ggitel ny.
Adaptable process of the adaptation of workers to organizational culture (socialisation) can be divided into three stages conditionally: preliminary (the worker learns about potential work and the organisation before receipt for work); "collisions" (comparison of expectations of the worker and a reality after receipt for work); "metamorphoses" (the adaptation to deviations, the coordination of expectations of the worker with a reality).
Generalising the above-stated, we will notice, that absence of attention from an organisation management to process of formation and support of culture of the organisation as a whole, natural development of organizational culture (that is the decision of problems «in process of receipt», without comprehension sistemooooobrazujushchej roles of the welfare factor in organisation ability to live) is caused in the issue by an aggravation of the major organizational contradiction - discrepancies individual and obshcheorganizatsionnyh the purposes.
Let's note, however, that management of formation and culture development should have for an object strengthening of its positive influence on organisation activity.
In this process, in our opinion, use of standard models of the organizational culture considered by us in a following question of work is possible.
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A source: Teplova Lydia Evstahovna. the THEORY And METHODOLOGY of MANAGEMENT of DEVELOPMENT of ORGANIZATIONAL CULTURE of CONSUMERS' COOPERATIVE SOCIETY. The DISSERTATION on competition of a scientific degree of the Doctor of Economics. Belgorod -. 2005

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