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2.1. Modern approaches and methods of modelling and an estimation of organizational culture of the enterprise


The last decades many researchers prosecuted subjects of modelling, classification and an estimation of organizational cultures.
G.Hofstsd [94] classifies substantial cultural features of the organisations on the basis of following characteristics.,
Individualism/collectivism.
Individualism assumes, that the person acts proceeding from own interests: the Collectivism, on the contrary, recognises that each person on a birth or on work belongs to more or less rallied group and cannot consider, free from it.
Power zone. The sphere of distribution of the power as culture element is defined by space in which limits even the individual least allocated with the power in group realises inequality in distribution of the power and considers as its normal state of affairs.
Uncertainty removal. This characteristic indicates degree of aspiration of people to avoid situations in which they feel uncertainly. Thus it is necessary to notice, that the culture deprived of perception of uncertainty, differs activity, aggression and intolerance.
Courage / feminity. This characteristic establishes degree of a susceptibility of culture to the features inherent in female model of behaviour. Inherently all cultures bear in themselves the prevailing man's beginning.
In "courageous" cultures the accent is done on material success and resoluteness, and in "womanly" the priority is given to quality of a life and care of the weak.
5. Long term/brevity. A little bit later Hofstedom the fifth measuring instrument of national culture — long term / brevity of orientation has been entered. Long-term orientation is characterised by a prospection and shown in aspiration to savings and accumulation, in persistence and persistence in purpose achievement. Short-term orientation is characterised, on the contrary, and the present and is shown by a retrospective view through respect of traditions and a heritage, through fulfilment of social obligations.
American sociologist C.Handi on the basis of the analysis of some the largest American companies has offered typology in which basis distributions of the power and the valuable orientations of the person connected with it which stipulate character of the relation of the individual and the organisation, structure of the organisation and character of its activity lay.
1. Power culture («culture Zevsa»). The power culture is formed, when the director is not simply the chief, but also the owner. A basis of relations in collective - the power and the rigid control. The company easily adapts to changes, but its mobility of directly protime-tsionalna of mobility of the leader. A problem that there is a limit of growth of the company because of unwillingness of the leader to delegate the authorities. It is observed big tekuchka among managers of an average link since discrepancy of their responsibilities and authorities is observed. Decisions starting individually.
2. Role (bureaucratic) culture («culture Appollona»). It is characteristic for the big companies working in stable enough market and taking firm positions. At selection of workers are considered not so much their professional abilities, how many probability of that, how much well they will approach under concrete duty regulations. Initiative display is considered inappropriate. A problem that in a situation of changes in the market, to it will be heavy to adapt for new conditions.
People who steal up in such companies, cannot be adjusted on fulfilment any others not familiar to them of responsibilities and have got used to follow concrete duty regulations.
Personal culture («culture Dionisa»). Its difference that all collective consists of people highly professional. They in general can work as without the chief, and the friend without the friend. Such culture is calculated for satisfaction of personal ambitions, personal interests. Sometimes it is formed not in the organisation, and in its any department or division. Such culture cannot long exist. More often in it the leader is allocated, and it passes in the power.
Target culture («culture of Athena»). The target culture is formed in the companies which activity is directed on the decision of specific targets. They are adapted for work in the conditions of dynamical an emerging market. Structure of such organisations washed away. That to a log hut-press of transformation of working collective in "party", usually there is a rigid form of the reporting and the control. The basic attention in such companies is given to professionalism of employees. The target culture requires command work.
The largest American expert in the field of U.Ouchi's management [55,96] has offered the variant of typology of the organisation which bases on distinctions in regulation of interactions and relations. On Ouchi, exists three most widespread types of culture: market, bureaucratic, clan.
The market culture bases on domination of cost relations. A management and staff of such type of the organisations are guided mainly by profitability.
The bureaucratic culture is based mainly on system of the power which is carrying out a regulation of all activity predpri-jatija in the form of rules, instructions and procedures.
The clan culture - an element of the informal organisations also is addition to two aforesaid. People in such organisation are united by any system of values divided by all.
T.Dila and A.Kennedi's classification. Researchers of firm cultures offer various classifications depending on that, ka aspect of culture of the organisation represents for them the greatest interest. For example, T.Dili A.Kennedi'prishli to a conclusion, that culture of the organisation is defined by two basic signs: a class of risk peculiar to activity of the organisation; speed of a feedback, or an estimation of the accepted decisions. On the basis of these signs they; have allocated four types of cultures depending on variants of a combination of a high/low class of risk and a fast/slow feedback (tab. 2.1).
Òàáëèöà.2.1
Types of cultures on T.Dilu and A.Kennedy
Risk Obpjatn aja svjach.
Fast Slowed down High Tough guy culture Bet-your-company culture Low Work hard, play hard culture Process culture Tough guy culture - culture of "rigid guys», those who is not afraid-risk and aspires to success achievement. The requirement for a fast estimation and a feedback does not allow to attend to strategic planning. Such companies, promptly having become successful, so fast come off second-best.
Work hard, play hard culture (who well works, that has well a rest). This culture of action and pleasure is characterised by a low class of risk in a combination to a fast feedback. The success comes through independent or command activity.
Bet-your-company culture (stake the company). The culture is characterised by a high class of risk at decision-making and long expectation of result. Highly competent people in the field of technical knowledge as decisions which they accept and on which the future success of the company depends, are necessarily connected with the strengthened attention to technical details become a culture core.
Process culture (culture-process). It is connected with small risk and zamed-lennoj a feedback. It is peculiar to bureaucratic government agencies and the productions which employees are concentrated to the process of the work. They know the slightest nuances of internal activity of the company and are able to protect the system from posto-ronnego interferences. Titles and ranks, privileges take one of the major places among their corporate values.
F.Trompenaarsa's classification [104]. Within the limits of studying of intercultural relations the big interest classification of national organizational cultures, on Fonsu Trompenaarsu represents (tab. 2.2) which regulates culture of the organisation on technologies, to the markets and on national cultural preferences of chiefs and workers of the organisation.
Table 2.2
Classification of organizational cultures by F.Trompenaarsu
paramegry Egalitarnost (equality) Hierarchy the Person the Incubator, the culture focused on achievement the Family, the culture focused on the power the Purpose the Guided missile, culture, orienti-rovannaja on the purpose (problem) Tour d'Eiffel, kulyura, shout-entirovannaja the password
At definition of type of culture it allocates three aspects of ability to live of the organisation:
• mutual relations between workers and the organisation;
The hierarchy defining chiefs and subordinates;
Submissions of employees about destiny of the organisation, its mission and about the place in it.
For allocation of various types of cultures of organisation F.Trompena-ars has compared them on following parametres:
Equality, hierarchy; orientation na.cheloveka (person) th problem (purpose). It has allowed it to isolate four types of cultures; which znachi-telno razlichajutsjatsm, as in them it is accepted to think, study, vary to (be reconstructed); as the motivation is stimulated in them and are allowed: conflicts, as well as for kakiedostizhenija ïðîèçâîäÿòñÿ* rewardings.
The American researchers of culture of the organisation of K.Kameron and R.Kvnnn [32] offer the typology of cultures of the organisation: adhokra-tija, a clan, the market and hierarchy. First of all authors allocate two main measurements on which considered indicators get to one of four main groups. One measurement separates criteria of efficiency of the organisation which underline flexibility, step-type behaviour, and dynamism, from the criteria accenting stability, an order and the control. The continuum of this measurement is stretched from organizational many-sided nature and plasticity on one edge to organizational nekolebimosti and durability on other. The second measurement separates criteria of efficiency which underline internal orientation; integration and unity, from criteria, assotsiiruemyh with external orientation, differentiation and rivalry. The continuum of this measurement is stretched from organizational unity and a coordination on one edge to: Organizational dissociation and independence on other. Both measurements form four groups of indicators, each of which represents accurately distinguishable set of indicators of the organizational efficiency defining what exactly people appreciate in indicators of activity of the organisation, i.e. Those rod values on which the judgement about culture of the organisation is born.
The definitive result of comparison was made out in the form of the total diagramme of a profile of culture of the organisation (fig. 2.1).

Fig. 2.1. Typology of cultures of the organisation on K.Kameronu and R.Kvinnu
J.Saratovtsev [72] offers model of management and an estimation of changes of culture of the organisation as difficult stage-by-stage and multilevel system of conceptual interrelations (tabl. 2.3).
Table 2.3
Model of structural stratification of formation and estimation
Cultures of the organisation
Traditions Stages, Levels formiro-vanija Internal contents artefakg the Actual layer Creative | (motivashchjun - •] yj) level 1
2 3 VM LM OS a mission choice TO, idea construction is abstract! Modelling a condition of criterion function of 1 model
i on îáÿçàòåëüñòâ* 1
IM the parties Level kogni-j [givnyh scenarios:
1 1
2 3 CENTRAL PROCESSING UNITS VF VS target indicators of volume and quality of function the account of influencing factors and conditions the decision of a problem of a choice of target strategy
1 2 3 kp op TSR the conceptual program organizational planning formation of the centres of realisation with about
1
About ã* about
X ABOUT
> system of standard values sisgema real values communicative model 1 2
3 nts
RTS
Km
The general estimation of communicative model management by the internal environment by an environment 1 OOKM M
Ñ1 Ñ2
Estimation of quality of communicative model management by the internal environment by an environment 2 OKKM M Ñ1 Ñ2
Quantitative estimation of communicative model management by the internal environment by an environment 3 KOKM m
Ñ1 Ñ2
intsfalnaja an estimation of communicative model IOKM the New reality - strategic scenarios
- Scenarios of acceptance of organizational decisions
- realizatsionnye scenarios
The general estimation of communicative model management, the internal environment and an environment (OOKM) represents process opredelsnija positive or negative ortanta the received estimations. The estimation of quality of communicative model (OKKM) includes its estimation on kollinearnosti vectors, under the relation and a difference of significances of model of new type and base model. The estimation of level of communicative model (KOKM) is conducted under the relation and a difference of significances of model of new type and ideal model. An integrated estimation of communicative model (IOKM) predstavljajaet itself threefold integral of total estimations on axes: management H-estimations, Y-otssnki the internal environment, an environment Z-estimation.
At imposing of the scalar sizes of organizational culture received as a result of testing for scalar sizes of ideal model we will receive significance (level) of organizational culture equal to the volume received as a result of their multiplication (or to significance of threefold integral OK ~ $ [f (xOryo, zJdx0 dy0 dz0) which will be equal to an actual value of level of organizational culture (fig. 2.2).
Spatial area D is set by inequalities: About? Õ0 About Y0
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A source: Tjurnkova Maria Mihajlovna. Development of methods for assessing and forming the organizational culture of a commercial enterprise. 2007

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