Sometimes we find it difficult to understand and explain much of what goes on in the organization where we work. Many things seem to us to be excessively bureaucratic, and sometimes even absurd. We are often disappointed by the decisions and behavior of our leaders. On the other hand, managers themselves often face such problems as the resistance of employees to any changes.

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Lecture No. 8. Corporate culture

Culture and group behavior

The concept of the internal culture of the organization was born from understanding the problems real life. Here is how the famous American psychologist Edgar Shane explains his path to understanding this phenomenon:

“Sometimes we find it difficult to understand and explain much of what goes on in the organization where we work. Many things seem to us to be excessively bureaucratic, and sometimes even absurd. We are often disappointed by the decisions and behavior of our leaders. On the other hand, the leaders themselves often face such problems as the resistance of employees to any changes, the war of departments or employees with each other, the persistent mutual misunderstanding of the warring parties, which cannot be explained on the basis of the assumption that people act reasonably” [Shane, 2013] .

In the process of comprehending these phenomena, an idea arose of the stereotypes of thinking and behavior that have developed in the organization, which help to understand what cannot be explained based on the concept of rational behavior of isolated individuals.

Case #1: Productive failure

In the book " Organizational culture and leadership” Edgar Shane tells how, as a young professional, he was invited to a company, one of the problems of which was a completely unacceptable style of conducting about broadcasts. Employees of the company interrupted each other, shouting loudly a whether, in order to attract attention, they took away each other's word, used non-parliamentary expressions, un and pity their interlocutors, etc.

Young Shane proposed to solve this problem with the help of meeting rules. Namely: arrange the sequence in s performances, limit their time and the number of performances by one person, fine for remarks from the audience during a performance and profanity to the sik...

Employees of the company who took an active part in the development of the relevant regulation a ment, were very grateful to Shane and in the first few weeks passions heated up, mutually m nyh insults and shouting was clearly reduced. And then everything went back to normal.

It was this failure that formed the first stone in the foundation of the ideology of corporate culture. b tour, which Shane then developed all his life.

Having failed, Shane began to think and ask himself questions. about sy: what exactly did he not take into account? The conclusion was paradoxical: people in m The panii did not want change and were not ready for it. On an unconscious level, they believed that (a) truth is born in disputes, (b) victory in an argument is, among other things, verbal destruction with oh feather.

How did this situation come about?

We are not so important now, what was at the very beginning. It is much more important that new people who came to the company and fell into the meat grinder of meetings, or accepted yes n new model of behavior, or left. As a result, a certain pattern of interaction in solving problems has developed, which has proven its effectiveness. Problems, action and indeed, they decided. And people are used to the fact that problems are solved in this way.

General stereotypes of behavior can be compared to a "pickle" in which employees of one company communicate and interact. New r a botniks fall into this “pickle”, “marinate” and “acquire its taste”.

Edgar Schein defines organizational culture as follows:

“pattern (sample) of collective basic representations, arr e hidden by the group when resolving the problems of adaptation to changes in the external environment and internal integration, the effectiveness of which is sufficient h in order to consider it valuable and pass it on to new members of the group as a correct system for the perception and consideration of these oh problem” [Shane, 2013].

Culture is strong because collective representations mutually reinforce each other. At the same time, representatives of different cultures often misinterpret each other's actions and lifestyles.

1. For representatives of individualistic cultures, where the idea that individual human rights are more important than his obligations as a member of the group dominates, the reasons that can induce a member of the group to commit suicide if through his fault the group may be disgraced are incomprehensible.

2. A resident of the United States cannot understand what is the meaning of the work of a deliberately unprofitable company.

3. The manager, true to the American pragmatic tradition, takes it for granted that the most important thing is to solve the problem. He cannot understand the representative of the cultural tradition, for whom good relations with people and the need to "save face" of the leader are higher priorities.

Case #2: Task culture clashes with authority culture

The leader proposes a solution to a problem. The subordinate knows that it will not work, but the unconscious idea inherent in him makes him remain silent, because criticism of the decision seems to him to be criticism of the boss.

Action taken. The results are negative, and the boss, surprised and puzzled, turns to the subordinate with the question, what would he have done in his place?

The subordinate begins to state his version of the solution to the problem. The chief wonders why he didn't suggest it sooner. The subordinate cannot explain his behavior without committing the same sin that he tried to avoid at the beginning - insulting the leader.

The boss cannot find any other reasonable explanation for the behavior of his subordinate, except that for some reason he is not interested in the efficient operation of the company. And fires a subordinate.

Most often, culture is seen as a collective experience that includes three main elements:

• behavioral (prevailing stereotypes of interaction);
• emotional (the same emotions as reactions to the same phenomena);
• cognitive (mental models and paradigms).

Culture solves three problems:

1) the problem of socialization

Allows members of the group to define themselves and distinguish their own from others.

2) behavior problem

Sets patterns of behavior; determines what is good and what is bad; sets limits on actions. And at the same time is the fur a nism of social control.

3) the problem of interpretation

Culture is a filter between a person and his environment. She determines what and but it doesn't matter what we should pay attention to. ATwhat is the meaning of certain objects and phenomena, what should be the emotional reality to reaction to what is happening.

Types of culture

There are the following types of culture

macro cultures - ethnic, national, professional cultures.

Organizational Cultures- the culture of organizations (enterprises, parties, barracks, hospitals, etc.).

Corporate culturescultures of commercial organizations.

Subcultures – cultures of functional or territorial divisions of the organization or professional groups within the organization (for example, subcultures of managers, engineers, performers).

Minicultures – group cultures, including teams.

Behavior patterns

Culture is manifested, first of all, in models (patterns) of behavior. When it comes to corporate culture, patterns of behavior can be divided into three groups with some degree of conventionality:

1) work performance models - technologies;

2) models of business interaction - ways of coordinating activities;

3) models of interpersonal relations - forms of communication.

The main tools for the formation of behavior models are:

• formal rules- patterns of behavior established in internal regulations;
• conventional norms- patterns of behavior protected by the authority of leaders;
• routine - patterns of behavior that have developed at the enterprise that are not subject to value assessment.

Models of work performance are determined, first of all, ttechnological requirements for production and service processes and are the most formalized types of behavior patterns.

Business interaction models are determined by the requirements of technology, ways of organizing activities, skill levels of employees, leadership style, etc. In large companies, a significant part of business behavior is regulated by formal rules. AT small companies b about Conventional norms and established routines play an important role.

Models of interpersonal relations are of the most informal nature and are determined mainly by conventional norms and established routines. However, they can also be established by internal regulatory documents, for example, the Code of Corporate Ethics.

Levels of corporate culture

Edgar Schein identifies three levels of corporate culture: artifacts, proclaimed values, and beliefs.

Artifacts - this is the visible level of the physical and social environment created in the organization - the external manifestation of corporate culture. Applied technologies, models of business interaction and communication, architecture of the material environment, use of time and space. As well as external rituals and ceremonies, corporate holidays.

In some organizations it is customary to keep the doors open, while in others they are closed. This difference has given rise to multiple conflicts in about post-war Germany between Germans and Americans working together and stationery. The Germans perceived open doors as an invasion of their personal space. And the Americans suspected the Germans closing the doors of opposition n news.

The most obvious artifacts:

1. space organization,
2. dress code,
3. desirable behavior in communication,
4. allocation of resources, including time,
5. promotion conditions,
6. balance between work and personal life.

Proclaimed valuesinclude declared ideals, goals, hopes. Values ​​determine what is good and what is bad, what restrictions cannot be violated. The set of values ​​embodied in the philosophy or ideology of the organization serves as a guide to action in a situation of uncertainty or crisis.

In some companies, the highest n A good atmosphere of work, friendly relations, respect for each other are considered to be a value. Others, not without reason, believe that all b general benevolence hinders innovation, i.e. R encourages the development of the organization. Therefore, you can and should go to the conference to you, the overcoming of which contributes to an increase in competitive about the company.

The main value questions are questions of power and intimacy.

Power . What is more important role position or competence (qualification)? What a leader can and cannot do. How to behave when the boss is wrong.

Proximity . What is more important: good relationships or problem solving? How much people trust each other. To what extent mutual aid is accepted. Which is higher: individual success or team spirit?

Beliefs - invisible, subconscious level of culture. These are hidden and taken for granted assumptions about the nature of the surrounding world, time, space, human nature. They are in the sphere of the subconscious and are not sufficiently realized even by their carriers - members of the organization.

Revealing the underlying concepts is quite difficult. First of all, because people themselves take them for granted. However, there are several tricks.

One effective technique is to organize a group discussion of culture.

First, the group members list the most significant artifacts of the company from their point of view. Then they begin to formulate the declared truths.

Both are carefully recorded by the presenter on sheets of paper hung on the walls. The group then starts looking for:

a) what artifacts cannot be explained with the help of proclaimed values,

b) mutual contradictions in artifacts and values,

c) contradictions in the values ​​of the company.

Case number 3. Only the present matters

In the 1980s, the company Apple under the leadership of Shane, a brainstorming session was organized to identify corporate culture.

In the list of artifacts, the participants in the discussion noted that they spend a lot of time planning and coordinating plans. At the same time, plans, as a rule, are not fulfilled under the influence of very rapid changes in the external environment.

Participants put planning on their list of declared values ​​and were very embarrassed when it turned out that no one was actually involved in monitoring and analyzing the implementation of plans.

After a short discussion, the participants came to the conclusion that their deep collective vision can be expressed by the formula “Only the present matters”.

According to Shane, the following factors have the greatest influence on basic beliefs:

Macrocultures: national (location of the parent (first) company) and professional (industry);

Beliefs (life position and professional affiliation) of the leader (founder);

Accumulated experience in solving problems of external adaptation and internal integration.

Typology of cultures

Earlier we talked about corporate culture in terms of identifying the main characteristics, the DNA of the culture of the organization. Using this approach, we can quite fully describe the culture of the company. But we will have to investigate the ongoing changes as changes in the elements of this particular culture, and not as a movement from one type of culture to another. The organizational approach to the study of corporate culture is based on the study of culture asway of organizing intracorporate interaction. Its main advantage lies in the identification of various typologies of corporate culture.

The value of typologies is that they simplify thinking, provide us with useful categories that help us sort out the complexities observed in the study of reality. The disadvantage is that they oversimplify reality and can provide us with incorrect categories that are not related to the object under study. They limit our worldview, initially focusing our gaze on just a few dimensions.

Etzioni

One of the most universal typologies belongs to A. Etzioni. It is based on the relationship between the individual and the organization. Etzioni highlights:

1. Forced organizations.

The individual is a prisoner of physical or economic realities (non-economic or economic coercion) and is therefore forced to obey the rules imposed by those in power. Power is arbitrary and absolute.

Prisons, military schools, psychiatric hospitals, POW camps, authoritarian cultures.

They usually generate a strong counterculture as a means of fighting against the arbitrariness of the authorities.

2. Utility organizations.

The individual "does an honest day's work for a fair day's wage" and is therefore subject to all the rules that are important to effective work. Power structures and the individual enter into a contractual relationship.

The vast majority of commercial organizations.

They usually also have countercultures to protect workers from being exploited by those in power.

3. Regulatory organizations.

The individual fulfills his duties and accepts the legitimacy of superiors, because the goals of the organization as a whole coincide with his own.

Churches, hospitals, schools, volunteer organizations, political parties. Professional companies (legal, consulting partnerships)

Currently, many Western companies are trying to become like regulatory organizations by involving employees in the implementation of the company's mission.

Within each type of organization, all three characteristics can be found in one form or another, which requires the introduction of additional dimensions to describe the uniqueness of each particular organization.

• William Ouchi (bureaucratic, market and clan culture);
• Kim Cameron and Robert Quinn (hierarchical, market, clan and adhocracy cultures);
• Bazarov, Eremin (bureaucratic, entrepreneurial, organic, participatory culture);
• Fons Trompenaars (incubator, family, guided missile, Eiffel Tower);
• Charles Handy (power culture, target culture, role culture, personal culture).

An analysis of various classifications proposed by various authors leads to the conclusion that, with all the variety of names, the organizational approach explicitly distinguishes six types of culture:

1. bureaucratic (hierarchical, role-playing, Eiffel Tower),
2. market (entrepreneurial),
3. clan (organic, family),
4. adhocracy (target, participatory, guided missile),
5. overbearing,
6. personal (incubator).

bureaucratic culture

bureaucratic cultureis based on the distribution and precise regulation of functions, powers and responsibilities. Authoritative competences and areas of responsibility do not overlap. Interaction is regulated by a set of rules and instructions.

According to Max Weber's definition, classical bureaucracies are characterized by the following main features:

1) have a clear division of labor and use the labor of various specialties;

2) build specialists in the hierarchy of power; limit power and action to abstract rules and procedures;

3) form a system of impartial and universal solutions;

4) hire and promote employees on the basis of technical qualifications and professionalism;

5) work on the principle of efficiency: maximize results with limited resources;

6) maintain a well-functioning accounting system.

The core values ​​of bureaucratic organizations areprofitability, reliability and predictability.

Clear lines of distribution of authority, standardized rules and procedures, control and accounting mechanisms are considered to be the key methods for achieving success.

The range of corporations that are typical examples b Yu rocratic culture extends from the restaurant fast food McDonalds to Ford Motor and various government bodies.

For a long time it was believed that following these principles ensures the success of any organization. Bureaucracy was identified with order. In fact, organizations with this type of culture function well in stable working conditions: with unchanged technologies, suppliers, markets. With the high dynamics of today's changes, this type of culture can become a threat to the survival of the company. There is a need to change approaches to managing organizations, to develop the ability to adapt to change.

market culture

market culturefocused on encouraging initiative. The controlling manager of the bureaucracy is replaced by a manager who adheres to the principle of trust and distribution of responsibility.

Core values ​​of market culture:desire to win, initiative, innovation, efficiency.

The key principles of market culture are formulated in the book "In Search of Successful Management" by Peters and Waterman:

faith in action - decisions are made even in conditions of lack of information;

communication with consumers- focusing the company's activities on the market;

encouraging autonomy and initiative– granting to divisions and employees the right of independent action (decision-making);

combination of flexibility and rigidity– ensuring high level of organization due to a rigid structure of shared values ​​and a flexible system of administrative control.

The market culture is results-oriented. A corporation with such a culture is bound together by the mutual benefit of cooperation and the desire to win.

Differences in the requirements for employees in bureaucratic and market cultures are presented in table 2.

Table 2. Requirements for employees

clan culture

In the 80s. of the last century, William Ouchi drew attention to the fact that the opposition of two types of organizations to each other: bureaucratic and market - does not take into account the possibility of the existence of a third type organization - clan.

clan cultureis based on cooperation, identification with the organization. Clan-type organizations are imbued with shared values ​​and goals, cohesion and a sense of the organization as “we”.

Core values ​​of clan culture:cohesion, complicity, trust, obligation.

Case number 4. What is good for a Japanese ...

The Russian division of a large multinational company headquartered in Japan has achieved very good sales results. First place in Europe and second place in the world. On this occasion, the company e hal head of the European division - Finn. He is holding a meeting a nie, says kind words, awards the winners. In particular, it transmits at a personal letter of congratulations from the President of the Corporation (also Japanese) to the head of the Russian division - a Japanese n tsa).

Then the Finn gives the floor to the "Russian" Japanese and asks him to a to say a few words about what, in his opinion, allowed the Russian unit to about beat such success.

The "Russian" Japanese enters the stage and, at first choking with happiness, and then about Tom is already frankly sobbing, talking about what a wonderful company in which he works a no, what a great person is leading it in Japan, and what it means for him (a “Russian” Japanese) to receive a personal letter from this person. Then he thanks all those gathered and ... ends his speech application.

The audience, mostly young and ambitious Russians, is at a loss. Everyone is looking at the Finn with interest and waiting for him. e shares.

Finn is silent for a few seconds, and then sums up: “Mr. e leniya. In people devoted to their company and their p but bot.

An organization with a clan culture is characterized as a friendly place of work where people have much in common and trust each other. These companies are highly committed, focus on the long-term benefits of personal development, and value a high degree of team cohesion and morale.

Adhocracy culture

The ideas of W. Ouchi were developed in the studies of Kim Cameron and Robert Quinn, who revealed another type of organizational culture -adhocracy.

The word "adhocracy" " comes from the Latin expression ad hoc (no occasion). Within this type of culture, most workers perform their duties as part of a temporary (adhocracy) task team, which disbands as soon as the task is completed.

The main goal of an adhocracy culture is to provide flexibility and creativity in situations that are characterized by uncertainty, ambiguity and/or information overload.The main resources are specialists. People do not perform the functions imputed to them, but do specific projects.

From time to time, adhocracy blocks arise in large corporations where a different type of culture dominates. The main characteristics inherent in the adhocracy culture: the absence of any organizational chart, temporary roles, creativity and innovation.

The main difference between an adhocracy culture and a market culture is the priority of the task over the organization.

This culture is typical for organizations focused on the design and release of new products and products, where for each task a working group. Relationships here are fragile and exist only during the implementation of the project. The criterion of human value is the quality of individual work and the degree of dedication.

According to the Quinn-Cameron methodology, every enterprise can contain all types of culture to one degree or another. Therefore, it should not be about identifying the type of organizational culture, but about building a profile of the organization's culture (Fig. 1).

Rice. 1. Organization culture profile

To do this, based on the measurement of a certain number of indicators, averaged quantitative contributions a, b, c, d basic types of organizational cultures and are deposited on the bisectors of the corresponding quadrants. Sum a+b+c+d should be constant, which is important when comparing different profiles (square ABCD). It is usually considered that it is equal to 100. Accordingly, a, b, c, d express the percentage contributions of the basic crop types to the crop under study.

Power culture

Power culture is a culture based on the dominance of one person. Power in the company is distributed from one central source. Control is exercised at the personal level rather than through rules and procedures. Leadership is based on the individual, their ability and desire to manage resources, rewards and punishments.

In such companies, it is not so important that everything is done correctly. It is more important that what is considered right is done. At its best, leadership is associated with strength and paternalism. At worst, with fear and abuse of one's position.

A culture of power often occurs at the beginning of a company's development, when its leaders have the vision, intelligence and desire to manage the business, ready to take responsibility. In this case, there are very strong personal bonds between superiors and subordinates. Subordinates rely on leaders and trust them. Leaders believe in the loyalty of their employees. Large companies of this type tend to become inefficient. The distance between leaders and subordinates increases and is filled with bureaucratic procedures.

Personal culture

Personal cultureis a culture of isolated individuals uniting to achieve their personal interests. At the heart of this culture is the idea that the organization is secondary in relation to the individual, the individual capabilities of a person. Therefore, it should play the role of an incubator that provides the necessary conditions for the realization and development of the creative energy of the worker. Scientific communities, creative workshops, beauty salons can be cited as examples of such organizations.

Case number 5. Forge of Nobel laureates

The Cavendish Laboratory (Cambridge) was founded in 1871 to about conducting experimental research and teaching. money for construction t the laboratory was donated by the chancellor of the university, landowner, etc. about thinker W. Cavendish, 7th Earl of Devonshire. In 1874, the laboratory, which received the name of Cavendish, began teaching students. Her first leader and The eminent English physicist J.K. Maxwell became the telegrapher. Researchers who worked in the Cavendish laboratory in different years received 29 Nobel in prizes in physics, 24 in medicine, 21 in chemistry, and b about Most of these awards were received for and With investigations carried out in Cavendish.

Table 5 presents the main characteristics of the basic types of organizational cultures. The distinction between these types is based on three main criteria: the type of psychological agreement; the nature of the hierarchy; key value.

Table 7. Main types of organizational cultures

Disadvantages of typology

1. Typology is always based on some classifying features. But maybe these signs are not essential for the organization under study.

If there is no culture of power in the typology, then the corresponding cultures fall into the bureaucracy.

If there is no personal culture (incubator), then it mixes with the clan.

If there is no culture of purpose (adhocracy), then it is mixed with a market culture.

2. The six basic types of organizational culture do not exhaust the whole variety of possible cultural structures, since in the process of constructing the corresponding classifications, many important factors for understanding culture remain outside of attention.

So, the culture of power can be paternalistic, based on power-authority, or it can be authoritarian, based on power-coercion.

A clan culture can exist in the form of an artel - work by common forces for a common result, or maybe in the form of a semi-mafia structure based on differentiation of statuses and access to resources.

A bureaucratic culture can be both a well-oiled mechanism with efficient procedures for control and interaction, and a cumbersome machine for maintaining itself.

3. Questioning is the worst way to study culture.

By surveying employees, you get their perception not so much of the culture as of the questions you asked. At the same time, the author of the questionnaire and the respondent may understand the meaning of the words differently: “strategy”, “long-term”, “solidarity”, etc.

Employees may not be motivated to give honest answers. Many questions require assessments and judgments. This forces workers to be careful in their responses.

The questionnaire can at best capture workers' perceptions of artifacts and proclaimed values. But it can never reveal the basis of culture - the basic values.

When Typologies Can Be Helpful

1. When merging organizations, departments, groups, possible points of conflict and mutual misunderstanding should be identified.

Representatives of informal organizations, where the rules of business interaction are poorly developed, look with horror at the bureaucracy, believing that procedures and reports impede effective communications, kill free exchange of opinions, and impede the manifestation of initiative.

Representatives of effective bureaucracies perceive a free, informal style of business interaction as a lack of order, leading to a waste of time and effort.

2. If you want to change the culture (the arrival of a new boss, a change in the environment, tasks, etc.).

3. When analyzing the influence of certain factors on the efficiency of the company (the task of multivariate statistical analysis).

Culture can be one of the company's key resources, or it can be one of the main obstacles to development.

Dominant culture and subcultures

cultural space big company(corporations) is characterized, as a rule, by heterogeneity associated with the presence of a cultural center (dominant culture) and periphery (subcultures) (Fig. 2).

Rice. 2. The structure of the cultural space of the corporation

The center is the corporate culture, which actively influences other forms of cultural space. It creates a system of values, some of which have a reference value for all elements of the corporation. In other words, the values, norms, and behavior patterns of a cultural center are translated into subcultures in the form of attitudes.

Peripheral cultures, which are the cultures of individual divisions of the corporation, also influence the settings of the cultural center, but to a lesser extent. Using the terminology of cultural dynamics, the relationship "center-periphery" can be described through the concept of "cultural borrowing", and the relationship "periphery-center" - through the concept of "cultural diffusion".

However, despite cultural borrowings, subcultures retain their norms and values. Therefore, relations within the cultural space are almost always characterized by tension. The confrontation between the "lines of force" is especially pronounced during periods of change:

• increasing the scale of the company (mergers and acquisitions);
• geographical expansion (access to the markets and territories of other countries with a different macro culture);
• change in technology (appearance (implementation) of new technologies);
• change in strategy (transition from a focusing strategy to cost reduction or from a cost leadership strategy to differentiation);
• change in the nature of production (transition from single to mass production);
• organizational change(transition to divisional structure, movement from adhocracy to bureaucracy, etc.);
• change of the leading owner (strengthening of formal control procedures);
• change of leadership (imposing new standards of behavior).

Culture change

Why is it important to understand the culture of an organization?

In order not to build illusions about the ease of reorganizing life. Good intentions go a long way when it comes to trying to reform complex social phenomena. After all, culture gives society stability. Provides continuity in development. Rejects innovations that are incompatible with it.

Purposeful culture change is an extremely complex process. The manager can change the style of his communication with his subordinates, stop being late for work, introduce a system of penalties for deviant behavior, start organizing corporate holidays. All these actions are not without meaning and can really improve the atmosphere of cooperation. But culture change is still a long way off. After all, none of the cultures we have described presupposes bossy rudeness, demonstratively opportunistic behavior, the absence of common holidays, and so on. Culture, as an institutional characteristic of the company, determines the ways of reconciling interests, methods of resolving conflicts, and forms of cooperation of efforts.

It is important to understand that culture is almost impossible to change by "borrowing". Painful points of culture, as well as human shortcomings, are, as a rule, the reverse side of its merits.

Cohesion and a spirit of mutual assistance often coexist with intolerance of criticism and condemnation of employees seeking to correct existing shortcomings. A clear division of functions and responsibilities quite often leads to a lack of desire to take responsibility in unforeseen, unforeseen situations. A strong team spirit under certain conditions gives rise to "hazing" - the redistribution of unprofitable and unattractive work in the "favor" of newly arrived employees. And excessive focus on improving efficiency turns into savings at the expense of quality.

There is also another trap. Attempts to "improve the culture" often rely on the cultural ignorance of the reformers. Their idea of ​​culture as a set of their own stereotypes. After all, what seems backward or “wrong” to the fighters for unification is an established cultural tradition, which can and should be assessed not from the standpoint of other people's ideas about what should be, but from the point of view of its place in a given culture.

QUESTIONS

1. Culture as a collective experience
2. Models of behavior and ways of their formation
3. Culture levels
4. Bureaucratic culture: pros and cons
5. Market culture as an alternative to bureaucracy
6. Clan culture and its varieties
7. Power culture and its varieties
8. Adhocracy and personal cultures
9. Advantages and disadvantages of culture typology
10. Cultural space of the corporation

Essay topics

1. Culture as a subsystem of the company's internal institutional environment
2. The influence of the main characteristics of the life of the company on its culture
3. Organizational culture and resistance to change

Organizational culture is not just one aspect of the game called business, it is the game itself! It is the main tool of the company in achieving its strategic objectives. If you want Employees to act in accordance with your strategy, you must first create the right environment for them. If the environment has already been created, then the leader, if he wants to achieve something, needs his behavior to be firmly entangled with the gears of the organizational culture so that there is a pull. Those who fail to do this spin the wheels at idle.

Consider the types of organizational culture of companies. The proposed organizational context model is based on the understanding that a company is a community in which there are two types of cultural relations - sociability and solidarity. Sociability is the emotional relationship between people who consider themselves friends. They have the same ideas and values ​​and communicate as equals. Here, relationships are valuable in themselves, characterized by mutual assistance. Solidarity, in contrast, is a problem-oriented cooperation of individuals or groups. For her, personal acquaintance and friendship are obligatory. It arises only through a sense of community of purpose. In any good family, its members love each other (sociality) and join forces in hard times(solidarity).

Both concepts have advantages and disadvantages. Accordingly, the four main types of organizational culture have positive and negative properties.

Communication culture. The organizations have a friendly, family atmosphere. Communication goes beyond the enterprise with the participation of the families of Employees. Disadvantages: informal exchange of information leads to rumors and gossip; meetings can easily become unproductive; high energy costs for intrigues; people seek to make a career, not a business. For example: Heineken, Unilever or PWC.

Hire culture. It is the opposite of connection culture. Organizations have a competitive spirit and a desire to win. The choice is not rich: “I won, you lost” or vice versa. Shared values ​​individual rivalry and clear personal goals. Collaboration occurs only when there are tangible benefits. Teamwork here is reminiscent of eagles flying in formation. Disadvantages: internal competition is not under control; weak emotional attachment makes the psychological contract unreliable, and the loss of key Employees is highly likely - they came for the money and left for the money. These are companies like Mars and P&G.

Patchwork culture. Occurs rarely. Mainly cultures of businesses based on outsourcing, work from home and individual knowledge. When freedom is abused, selfishness and secrecy can flourish.

Community culture. The virtues of this type of culture are celebrated in stories about Apple, Microsoft, Google, and so on. The people in these organizations are passionate about what they do and work in a highly collaborative environment. When such companies are on the rise, their methods are largely consistent with their proclaimed values. Such companies easily believe in their invulnerability, brush off competitors and suffer from their complacency. Examples from IBM (80s - early 90s) and Apple are easily remembered.

How to determine if the culture helps to achieve the goals and objectives of the organization, and develop an action plan for adapting the culture?

There is an effective tool described by K. Cameron and R. Quinn in the book "Diagnosis and Change in Organizational Culture".

Cameron and Quinn proposed to evaluate corporate culture using a method they called the Organizational Culture Assessment Tool (OCAI). The purpose of this tool is to identify the current culture of the organization and determine the culture that the members of the organization want to build so that the organization matches the predicted state of the external environment.

The OCAI method is based on the use of a six-item questionnaire requiring individual responses. In Cameron-Quinn's revision, these six points are formulated as follows:

1. the most important characteristics;

2. general style of leadership in the organization;

3. management of employees;

4. connecting essence of the organization;

5. strategic goals;

6. criteria for success.

Each of the six items has four response options (Y B, C, D); however, the assessment methodology assumes that the researcher distributes 100 points between possible answers.

Further operations with the received answers are based on the use of a theoretical model called the “competing goals framework”. This model assumes the coordinates “internal control and integration - external positioning and differentiation” and “flexibility and individualism - control and stability” as key aspects of the classification. In these coordinates, the types of corporate cultures proposed by Cameron and Quinn are called clan, adhocracy, hierarchy, and market (Fig.).

Clan. Such companies resemble family-type organizations, they are imbued with solidarity and complicity.

clan culture. The most highly valued performance criteria are organizational cohesion, high level morale and satisfaction of employees with working conditions, development of human resources and teamwork. This promotes trust and commitment, which increases the efficiency of the organization. Clan culture is characterized by shared values ​​and goals, cohesion, participation, individuality, and a sense of the organization as "we". Such organizations are more like large families than objects of economic activity. Instead of rules and procedures of hierarchy or competing profitable market centers - teamwork.

The main basic assumptions in the clan culture are that the external environment is best dealt with by organizing team work and taking care to improve the skills of employees; that consumers are best seen as partners; that the organization operates in a business that creates a humane external environment for the worker; and that the main task of management is to delegate authority, dedication and dedication to the organization to employees.

The clan culture is characterized as a friendly place of work where people have much in common and trust each other. Leaders think like educators and maybe even like parents. The organization is held together by loyalty and tradition. These companies are highly committed, focus on the long-term benefits of personal development, and value a high degree of team cohesion and morale.

Adhocracy. Companies with a culture where innovative and innovative solutions are generated. Temporary teams and a project approach prevail here.

adhocracy culture. New products, creative problem solving, dynamism and expansion into new markets are most highly valued. The leadership of such an organization believes that innovation and new ideas create new markets and new opportunities. The emphasis on individuality is clearly expressed, the desire for risk is inherent in all employees. Temporary organizational structures are welcome. Adhocracy does not use central authority and authoritarian relationships. The main goal is to encourage adaptability, readiness for change.

The adhocracy culture took shape as the developed world moved from the industrial age to the information age. Organizations with this type of culture most adequately respond to the extremely turbulent, increasingly changing external conditions that largely characterize the world of organizations in the 21st century. Against the backdrop of a rapidly declining meter, the benefits of a product or service in the segment of half of it life cycle a set of assumptions was developed that was fundamentally different from the assumptions of all three forms of organizational cultures discussed above.

They are that innovative and ahead of time solutions are exactly what leads to success; that the organization operates primarily in the business of developing new products, improving services, and preparing for the future; that the main task of management is to accelerate entrepreneurship, encourage creativity and action at the forefront. It was assumed that adaptation to the external environment and innovation lead to the acquisition of new resources and increased profitability, so the emphasis should be on foresight of the future, on some organizational anarchy, but with internal submission to a certain distance.

The word "adhocracy" comes from the Latin expression ad hoc (on occasion) and defines a temporary, specialized, dynamic organizational unit. Most people perform their duties as part of an adhocracy task force, which disbands as soon as the task is completed. Adhocracy is akin to temporary structures. Their organizational structures are built in such a way that they can be quickly reconfigured as soon as new circumstances arise. The main purpose of adhocracy is to accelerate adaptability, flexibility and creativity in situations characterized by uncertainty, ambiguity and/or information overload.

Organizations with an adhocracy culture are often found in businesses such as aerospace, software development, high-end consulting services, and film production. The most important challenge facing such organizations is to produce innovative products and services, as well as quickly adapt to new opportunities. Power in such companies flows from individual to individual or from one target team to another, depending on the problem that is presenting itself at a given time. For example, the appeal of an individual client to a consulting firm is treated as an independent program and a temporary organizational structure is oriented to meet its requirements. Immediately after the execution of the program, the structure is disbanded. There is a strong emphasis on individuality, encouragement of risk and foresight of the future.

From time to time, adhocracy blocks arise in large corporations where a different type of culture dominates. Among the characteristics inherent in an adhocracy culture are the following:

Lack of any organizational chart

temporary physical space

temporary roles

creativity and innovation.

In the long term, the organization focuses on rapid growth and the acquisition of new resources. Success means producing/providing unique and original products and/or services.

Market. Companies with aggressive market strategies whose core values ​​are results, strength and competitiveness. The organization is in business with the goal of winning, and the main task of management is to lead the company to results.

market culture. The most highly valued performance criteria are the achievement of goals, being ahead of rivals in competition, increasing market share and maximizing profits. Market culture defines the type of organization that functions as a market, i.e., it focuses on the external environment, and not on its internal affairs.

The basic assumptions of a market culture are:

· The external environment is not mercy from above, but a hostile challenge;

Consumers are selective and interested in acquiring value;

The organization is engaged in business with the aim of strengthening its position in the competition;

· The main task of management is to lead the organization to productivity, results and profits.

A clear goal and an aggressive strategy are supposed to be the path to productivity and profitability. The market culture is valued as a place for results-oriented work. What binds the corporation to this culture is the drive to win. Leaders are firm masters and tough competitors. Long-term care focuses on competitive actions and reaching long-term goals. Success is defined in terms of market share and market penetration. It is considered important to outperform rivals in the competition and market leadership.

Bureaucracy. A culture of hierarchy is inherent in stable organizations. The work of people is regulated by procedures and processes - the company is governed by standards, rules, control, an accounting system, and there is also a clear line of distribution of decision-making powers. Stability and predictability are core values.

Hierarchical culture - performance criteria are cost-effectiveness, timeliness, smooth operation and predictability. The dominant idea is that the path to success lies in the fact that control contributes to profitability, it is necessary to eliminate losses, reduce costs. The organization is characterized as a formalized and structured place of work. What people do is guided by procedures. Effective leaders are good coordinators and organizers. The organization is united by formal rules and official policy.

The earliest approach to understanding organization in the modern era was based on the work of the German sociologist Max Weber, who studied European governmental organizations in the 1800s. Weber proposed seven characteristics that were eventually recognized as the classic attributes of bureaucracy (rules, specialization, a system of selection by estimates, hierarchy, separate ownership, depersonalization, accounting). Compliance with these characteristics guaranteed high efficiency. They were widely used by organizations whose main goal was to provide cost-effective, reliable, smooth and predictable output. Taking into account the relative stability of the external environment. It was possible to integrate and coordinate tasks and functions, maintain the uniformity of products and services, keep workers and work under control. Clear lines of distribution of decision-making powers, standardized rules and procedures, control and accounting mechanisms were considered key values ​​of success.

The corporate culture compatible with this form is characterized as a formalized and structured place of work. What people do is guided by procedures. Effective leaders are good organizers and coordinators. The long-term concern of the organization is to ensure stability, predictability and profitability. The range of corporations that are typical examples of a hierarchical culture extends from the McDonalds fast food restaurant to major conglomerates such as Ford Motor and various government agencies. On the example of McDonalds, you can trace the signs of a hierarchical culture. The core values ​​of the company are centered around the support of profitability, reliability, speed of service, smoothness of the production process. Employees start with only one job (for example, from cooking French fries to cooking hamburgers with filet and french fries, then to the seller behind the counter, then to the foreman, and finally to the assistant manager outlet). The code of practice that every employee studies is over 350 pages long and covers every aspect of an organization's life, including clothing choices and behavior at work. The only requirement that promotion deserves to be satisfied is knowledge of these rules and company policies.

There are no monoculture organizations. One type of culture always predominates, but there are manifestations of others. When diagnosing a culture, it is important to understand whether it corresponds to a point in the organization's life cycle. There is a certain correlation between the age of an organization and the type of culture it professes (taking into account industry specifics).

We can also distinguish the following four types of organizational cultures.

"Synchronous" organizational culture or "Harmonious union". The main “pillar” around which this culture is built is the figure of the leader who transmits the idea. The leader (or leaders) of such a structure is usually charismatic, energetic people who are able to inspire others to achieve common goals, give a certain vision of the prospects for the realization of their own interests.

Supporters of such ideas, who are ready to develop and implement them, as a rule, are not only the leaders themselves, but also ordinary performers who place hopes on the leader or the "founding fathers" for the realization of their fantasies, dreams or receiving some benefits from participation, personal results. However, how these results were achieved is not always important. The determining factor is the "synchronous" movement in one direction, towards the common "horizons".

Thus, a “synchronous” culture is typical for organizations that bring together like-minded people who are ready to take the initiative and a certain independence in choosing methods to achieve results. This is also related to the low level of formalism in interactions and communication, the lack of a clear specialization in the division of labor of departments, groups and individuals that can easily replace each other.

At the same time, the consideration of all serious problems, the adoption of major decisions and the setting of common goals remains with the top management, which exercises paternalistic, patronizing management of employees, concentrating the bulk of the powers in their own hands.

The external environment in this culture can be considered as a field of tough struggle with competitors. The loyalty of the employees themselves, participants, members, etc. is understood as enthusiasm and unanimity - loyalty to the general course outlined by the leader or the "founding fathers", the mood for a steady movement towards goals. This type of culture is characteristic of religious sects, political parties, trade unions, social movements and creative groups.

"Closed" organizational culture or "Traditional hierarchy". This culture implies a clear distinction in the specialization of the work performed, as well as the division of responsibility between employees and departments with clearly defined roles and functions. An organization with such a culture is characterized by a rigid hierarchical structure with relations of power and subordination defined for each position, rank or position of an employee, a clear division of labor and areas of responsibility.

All decisions are made by top management, "descend" down the hierarchical ladder and communicated to groups and departments. The leaders of the latter, in turn, are represented by functionaries, whose independent decision-making is limited. Their responsibility will extend exclusively to typical, standard tasks, in accordance with the approved regulations, as well as monitoring the proper performance of work and the interaction of performers in accordance with established norms, rules and standards.

Communications between employees and departments are formal, impersonal, with a predominance of "vertical" connections: "top-down" and "bottom-up". Differentiation of access to information is practiced, in accordance with the hierarchical level of the employee and his specialization, formalization of relations, processes and procedures, introduction job descriptions and internal rules.

The work of an organization with this type of culture depends little on the initiative and enthusiasm of individual employees - the organizational mechanism functions regardless of personalities. Loyalty here is understood as the strict observance of the orders of the higher management, compliance with corporate rules, charters, instructions, subordination, as well as duties prescribed by the title or position.

This type of culture is characteristic of the government bureaucracy and state institutions, the police, paramilitary organizations and units, the army as a whole, as well as large manufacturing enterprises where mass production is established.

"Arbitrary" organizational culture or "Progressive autonomy". In contrast to the “closed” culture, the “arbitrary” culture is characterized by a broad delegation of authority to the heads of departments and working groups, as well as key specialists or experts who have the opportunity to make independent decisions. Top management pays more attention strategic planning, the search for new ways and opportunities for the development of the organization, which, in general, is focused on the diversification of areas of activity.

Departments and working groups can be little connected with each other, work in a separate direction, and have a high degree of autonomy, including the ability to choose external and internal counterparties, as well as a certain independence in the distribution of costs and profits. In this regard, "vertical" communications between departments can be limited to the scope of individual projects, and "horizontal" communications are infrequent, and come down to mutual coordination of the joint plans of the heads of these departments and the top management of the organization.

Such agreements attach particular importance to negotiations - often there is a conflict of interests and competition between different structures, departments and groups for the distribution of organizational resources. There is no special need for top management to interfere in their internal affairs, since its main task, in this case, will be the implementation of the strategy: setting and achieving strategic goals common to the entire organization.

At the same time, narrowly focused "parochial" entrepreneurial initiatives should not run counter to overall strategy and damage the main path of development of the organization as a whole. An important role is played by the mutual availability of information for the timely coordination of actions, as well as employees performing intermediary functions - integrating managers coordinating the actions of different departments and heads of general project teams.

Loyalty in this organizational culture manifests itself as the ability to understand the importance of common strategic plans, as well as a reasonable compromise to meet the interests different sides. The structure of an organization with an "arbitrary" organizational culture is distinguished by dynamism and adaptability, a high ability to change the external environment. This type of culture, as a rule, is typical for holdings, research and development organizations, publishing houses, mass media and media industry companies, which, on the one hand, are able to quickly respond to market conditions, and on the other hand, are in search of new opportunities.

"Open" organizational culture or "Adaptive cooperation". An organization with this culture is represented by co-owners of the business and influential groups of employees who represent certain interests in the use of joint resources and, as a rule, have the right to choose representatives of senior management. When discussing strategic priorities, the head of such an organization is limited to the role of "first among equals", remaining only an ordinary participant, endowed with limited administrative powers.

Leaders and key professionals are often partners who share power, influence, and ownership of common organizational resources. They can be both initiators and participants in discussions related to the adoption of important decisions and long-term plans, the approval and distribution of roles, functions and resources, control of administrative decisions affecting their interests. The right to make decisions, powers are distributed in a very complex way, which is accompanied by political maneuvers of different groups of influence, intrigues, and the emergence of the most unexpected alliances.

Despite formal restrictions, senior management can also be assigned duties that give considerable indirect power: mediation in resolving serious internal problems and disputes, representation, public relations, negotiations and interaction with external influential forces, etc. However, senior management can only take advantage of these powers so long as they are able to effectively serve the interests of those who elected them and fulfill their obligations.

The activities of an organization with such a culture, as a rule, are associated with specialized products and services for certain groups of customers, whose interests, in general, determine the strategy of the organization. The latter may be more focused either on a steady increase in quality standards, or on the uniqueness of services or products.

Sustainable organizations of this type, as a rule, bring together highly qualified specialists and experts who use collective opportunities for professional self-realization. The loyalty of the organization, in this case, manifests itself as a commitment to the interests of the organization's clients, professional and corporate ethics, values ​​and norms of behavior.

This type of culture is medical centers, higher education institutions, consulting, lawyer, brokerage and audit firms, as well as the state parliament.

Let us illustrate the described types of cultures or organizational paradigms with a diagram:

As you can see, each of the presented paradigms is described by two conditional qualities: cohesion and flexibility, which can be low or high depending on the paradigm itself or organizational culture.

For example, a “synchronous” organizational culture or “harmonious union” is characterized by low flexibility (basic decisions are usually made by leaders based on their own “idefix”), and low cohesion (relationships “harmonize”, i.e. are held together and regulated, as a rule, only by the "founding fathers" who broadcast and support certain ideas). Such organizations are characterized by a relative simplicity of structure and dynamism - the ability to quickly respond to events in the external environment or deploy activity. At the same time, such dynamism should not be identified with flexibility, since “synchronous” organizations are quite fragile precisely because they often, literally, rest on one person on whom everything depends.

Accordingly, the external environment for such an organization should also be dynamic, and the picture of the world should be simple, representing the worldview and worldview of one or more like-minded leaders.

It is easy to guess that the most organic leader for the "Harmonious Union", "Synchronous" organizational culture will be the type of "Leader" or "Founder" (as a productive leader). Accordingly, for a "closed" organizational culture or "Traditional hierarchy" - "Officer" or "Foreman" (effective leader), for "Arbitrary" culture or "Progressive autonomy" - "Chairman" or "Statesman" (productive leader), and for "Open" organizational culture or "Adaptive cooperation" - "Civilizer" or "Accessible leader" (as effective).

Analysis of the Cameron-Quinn model, where "Market", "Hierarchical", "Adhocracy" and "Clan" cultures are highlighted, allows us to conclude that each of them is a derivative of two corresponding cultures of the presented matrix. So "Market" culture is a derivative of "Synchronous" and "Closed", "Hierarchical" - "Closed" and "Open", "Adhocracy" - "Synchronous" and "Arbitrary", and "Clan", respectively - "Arbitrary". ' and 'Open'.

Organic for the "Market" organizational culture will be authoritarian style"Producer", for the "Hierarchical" culture - the conservative style of "Administrator", for the culture of "Adhocracy" - the progressive style of "Entrepreneur", and for the "Clan" culture, respectively, the liberal style of "Integrator".