The culture of the organization
The concept of "organizational culture", "culture of enterprise" became an integral part of the literature on management. The success of the organization or enterprise depends not only on technology and technology management, accounting, planning etc. but also on such qualities as management style and organizational culture that prevail in its business. The value of the enterprise (organization) is determined not only by the size of the active part of the balance sheet, but also intangible factors such as "enterprise culture" in which appear "in nature", "spirit" or "style" of the company, its individuality.
Therefore, more and more attention in organizational theory management researchers and practical managers pay to the concept of "culture of the enterprise (organization)", and the solution of technical problems always focus on the elements of culture.
The culture of the enterprise (organization) can be viewed as a system of values, a philosophy shared by all employees.
The concept of the philosophy of the enterprise (organization) consists of legends, rituals and symbols that are understandable to all employees and which guide our daily activities. The culture of the enterprise (organization) strengthens the internal communication between employees and departments, contributes to the strengthening of motivation of employees, provide more effective coordination than the formal control system and planning. It also facilitates novacem and use them in the activities of the enterprise (organization).
The culture of the enterprise (organization) is a broad term and includes its history and traditions, memories of the glorious times and successfully overcoming various challenges, as well as anecdotes and legends that will tell the veterans to the newcomers.
To the culture of the organization refers not only makes products that it produces, but also social contact outside the unions, sports teams etc.
The whole structure of the culture of the enterprise (organization) is a tight knot around the cultural focus, the core of the culture. The focus is culture created from the fundamental values and tenets of the faith, under which certain manners and values should prevail over others. Take the example of Western trade practices. One company specializiruetsya to provide the buyer for a high price high quality, wide range of goods and friendly service, there is a status attraction for him. Other company — low maintenance, narrow range, however, excessive amounts of goods at low prices. These companies operate not only in different segments of the market, but and have a different culture: the merchants who went with the first enterprise to the second or, conversely, would experience some "culture shock".
The culture of the organization has three levels that determine the degree of its development in a particular case. This is the level of "surface" culture of the organization, notional level value, the level swepiracy values.
The level of "surface" culture. First impression of the culture of the organization is the result of contact with the external image of the organization. It includes the visible and tangible elements of culture: behavior of a group that represents the organization, its language, rules, in written form, as well as the size of the organization, technology, performance, brand name, place in the market.
For example, we all know about these world famous company for the production of soft drinks like "Pepsi-Cola", "Coca-Cola" of such surface elements of their culture as the branding, branded bottles and a kiosk selling drinks. The superficial symbols of culture is also branded clothing, signs, buildings.
Symbols that Express a certain meaning, form the Central elements that define both the form and content of business communication. Here include the elements of "surface" culture, and actions expressed in nstitu - towani the form of rituals and customs, holidays, companies, common dinners, a variety of means of encouraging workers, veterans, etc. All these events have a strong emotional impact and are used to motivate employees since they reveal a certain "elitism" in relation to the environment, and hence dictate a certain corporate behaviour.
The semantic level of "value" is osnovopolojnik to understand the culture of the enterprise (organization). Reference values and "faith" standards shape the daily behavior of employees. Due to the presence of a system of values that every employee knows how he should behave and what manner the actions expected of him. This facilitates finding the right solutions to the problems that arise in difficult situations. These values and focused on their learning process, as a rule, laid in the time of the founding of the company, and later continue to be developed, diferencias and improve the lead of the relatively new conditions of activity. However, certain values do not stand the test of time and should be eliminated or replaced by others. The principles which have lost their relevance, may reduce the effectiveness of the organization.
Level swepiracy values. If the values in the solution of specific problems are taken into account automatically, you're dealing with a fundamental strengthening of the foundations, which have acquired the character of "swepiracy of the tenets of the faith", i.e. are considered essential and do not require constant legitimation. It is the system of these values determines what is considered good, true, reasonable.
An example of this can be verified by the practice of the international cooperative movement, the principles of cooperation. This value system is a reliable basis for selecting solutions for the management of the organization.
Study the practices of foreign firms shows that the cultural phenomenon of the organization are not just a fashionable trend in management. The creation of the culture of the organization engaged in special units of foreign firms due to the clear dependence between the culture of the organization and its successful operation. Therefore, each Manager should be able to perceive such a phenomenon as the culture of the organization and must contribute to its formation. In this case we are not talking about a direct causal relationship, and quite subtle and not always predictable, which is why many managers are afraid to consciously shape the culture of the organization, although unconsciously Vienna still do it.
The Manager should keep in mind that the products, technology, structure, methods of work quickly copied by competitors. However, the high culture of the organization as factor of it's success, can be copied only after a long time. Therefore, the Manager must possess not only the methods and ways of ensuring the effective operation of the organization, but quintessence thin and sometimes invisible factors and conditions that shape as well as the success of the organization in the market.