Conditions and means of corporate culture formation. Creation of corporate culture. Program of organizational changes in the company

Corporate culture is a set of fundamental values and standards supported by the organization, beliefs, ethical standards, beliefs and expectations, which are accepted without evidence by the majority of employees, give people guidelines for their activities and determine the way of combining and coordinating the actions of the managerial level, structural units and individual employees.

Key factors influencing the formation corporate culture companies:

leader personality,
business area, technology features,
norms and requirements of the environment,
stage of company development.

The main stages of work on the formation and development of corporate culture:

Analysis of the existing culture.
Development of the Corporate Code.
Definition of forms and methods of work.
Implementation of projects.
Analysis of changes.

The analysis of the existing corporate culture is carried out in the following main areas:

Basic values.
Traditions and symbols.
Behavior standards.
"Heroes" of the organization.
Brand perception.

Existing methods of formation and development of corporate culture

During this stage, all the structures of the company are analyzed. The key "positive" values and forms of work that exist now and will be needed in the future are highlighted. The brightest "negative" values are revealed. Opposite to them "positive" values are determined, which will be used in the future.

The Corporate Code fixes the key points on which the corporate culture of the company is further built:

Mission.
Strategic perspective.
Priority directions of development.
General principles of corporate behavior.
Traditions and symbols.

The main result of successful work on the formation and development of the corporate culture of the company is the commitment of employees. Commitment is the identification of a person with his organization, expressed in the desire to work in it and contribute to its success.

Key components of commitment:

Integration- this is the assignment of organizational goals by employees, the unification of employees around the goals of the organization.

Involvement- this is the desire of the employee to make personal efforts, to contribute to the achievement of the goals of the organization.

Loyalty- this is an emotional attachment to your organization, a desire to remain a member of it.

To form the commitment of employees to the goals and values of the Company, various methods are used:

Components of Commitment:

Integration:

Branding
Corporate media
Corporate standards

Involvement:

Training and personnel
Corporate conferences, seminars
Contests, encouragement of initiatives

Loyalty:

Social programs, benefits and privileges
Corporate holidays, congratulations
Family programs
Sports, culture, charity, ecology

corporate culture can be characterized as an expression of basic values and norms in organizational structure, system corporate governance, personnel policy carried out within the framework of a specific business activity.

Corporate culture is built as a powerful strategic tool that allows all business units and employees to be oriented towards the implementation of common goals. The formation and development of a corporate culture as an attempt at value-oriented management, which has its own advantages in comparison with regular management, creates the effect of "social relief".

Modern workers strive not only to succeed financially, but also to feel psychologically comfortable in an organization whose corporate values correspond to their personal value orientations. Identification with corporate values helps employees come to terms with the inevitable sacrifices that they make in order to become members of the team.

As for formation of corporate culture, then if the mission and strategy are developed by the management of the Corporation, then the system of values cannot simply be “lowered from above”, just as it is impossible to force it to be followed by order. At the beginning of a company's existence, its value system, as a rule, coincides with value orientations founders and owners. However, as soon as the last in the operational management are replaced by hired managers, this straight line is interrupted. And only by consciously defining and affirming values, this imbalance can be avoided.

is completely manageable external level of corporate culture: symbolism inherent in the organization, mythology, rituals, ceremonies, ceremonies. It is possible to form and improve the basic level, which is rather laborious and complex: declared values and norms of behavior expressed in the mission, vision, code, rules internal regulations, regulations, regulations, etc. But there is also internal level- an informal part of the corporate culture, manifested in the unwritten rules of the relationship of employees both among themselves and with the outside world. It is precisely because of the discrepancy between the internal level and the external that culture can also play a disorganizing role, be unproductive. In these cases, the practical “inclusion” of an employee in activities aimed at implementing the declared value so that it becomes his personal value helps.

So, corporate culture gives people a sense of ownership, commitment; promotes communication, initiative; creates an efficient, highly productive workforce. And the constant search for a long-term advantage over competitors leads us directly to the need to deal with cultural issues. A lot of business people won't like it. They will not find it possible to talk with colleagues about trust, values, purpose, honesty. Then they will have to face the fact that sooner or later they will be overtaken by competitors who hold a different opinion.

Corporate culture can be a means of sophisticated and narrow-group manipulation of the minds and behavior of people, but we want it to be a powerful unifying, constructive and inspiring principle in the Company's activities, the main means of harmonizing the interests of employees.

Maintenance methods organizational culture:

Documents adopted in the company: mission, goals, rules and principles of the organization.
Behavioral norms, style and way of communication between management and subordinates.
External paraphernalia, including a reward system, status symbols, criteria underlying personnel decisions (awards and privileges).
Stories, legends, myths and rituals associated with the emergence of the organization, its founders or prominent members.
What (what tasks, functions, indicators, etc.) is the subject of constant management attention.
Behavior of senior management in crisis situations.
The personnel policy of the organization, which includes the entire cycle of work with personnel: hiring, promotion and dismissal of employees is one of the main ways to maintain a culture in the organization

Of course, this is not a complete list of factors that shape organizational culture, but it gives a general idea of the role of management in its creation, as well as that the culture of an organization is purposeful management actions of top management.

The actions of top managers have a decisive influence on organizational culture. Their behavior, the slogans and norms proclaimed by them, and most importantly, the organizational resources aimed at their implementation and approval in the minds of the members of the organization, become the most important guidelines for the behavior of employees, which often serve as a more important factor in organizing behavior than formalized rules and requirements.

The authors of this book consider the following to be the main principles of corporate culture formation:

- complexity of scenario development of the company, which expresses not only the relationship between the members of the company, but also the ideas about the purpose of the company as a whole and its members, the goals, the nature of the products and the market, which determine the effectiveness of the production and marketing activities;

- defining values acceptable and desirable for the company;

- keeping traditions, which largely determine the nature of the economic system, management style;

- force denial, according to which it is impossible to artificially plant a strong culture in a weak one and vice versa, or to correct it. The effectiveness of a strong culture, like a weak one, depends on the specific conditions;

- integrated assessment, according to which the assessment of the impact of culture on the performance of the company should be based on an integrated approach. This principle provides not only for taking into account the ways in which culture directly influences the effectiveness of this system, but also for taking into account the many invisible indirect ways of influence.

Corporate culture is formed in accordance with its essence from certain organizational attributes (explicit and hidden norms, patterns of behavior, historical background, etc.), provided that they are perceived by the majority of company members and influence the behavior of these members. Therefore, in the formation and development of organizational culture, along with the basic principles, it is necessary to take into account a number of its specific features (Fig. 2.5).

Figure 2.5 - The main signs of the formation of a corporate culture

In the process of formation and development of corporate culture, it is important to determine and take into account the factors that have the most significant impact on it. Corporate culture is also involved in the following essential elements of economic culture:

Purpose of the organization (mission, goals, objectives). An aimless existence is destructive, and the mission just expresses the main meaning, purpose and principles of life. If it is clearly formulated (and together with the team) and its provisions are followed daily, such an organization can be considered an unconditional innovator. Ideally, the mission of the company should be formulated even before its creation. However, it is even more erroneous to come up with a mission just because it is accepted in classical management, or because others have it. The leader must feel the inner need to create a mission - only then will it move forward;

Means, including the activities of members of the organization, the incentive system, information support, etc.;

Criteria for achieving goals and evaluating results;

Means of internal integration, which include methods for incorporating new members into the organization, ways of sharing power, style of relationships, a system of rewards and punishments, ceremonies (honoring heroes, symbols, myths of the organization), rituals (symbolic events designed to remind employees of behavior that they are required), etc.

The organization does not have a monopoly on the right to create a common atmosphere. Culture cannot be imposed on a social mechanism such as an organization, but it can be modernized. At the same time, the formation of the mission always remains the prerogative of the authorities. The power given to the leader provides him with advantages both in the formation of corporate values and in the choice of behavior, if only for the reason that the formal leader has access to the levers of power with which he can influence key processes. And must do it.

Work on the formation of a corporate culture in a company should be carried out in two main and closely related areas: the first is interaction with external environment, the second - interaction with internal divisions.

Specifics of interaction with internal divisions due to two main factors.

Figure 2.6 - Classification scheme of factors influencing the goals of corporate culture

On the one hand, for the employees of the organization, its activities are an integral and significant part of their own activities and therefore become significant for them. This means that they are the most "charged" to interact with it, the most sensitive to any of its actions.

On the other hand, since they are in fact the carriers, conductors of this activity, they can see, like no one else, how much what is proclaimed in the organization and what is actually carried out in it correspond to each other.

By comparing the values proclaimed with how they are implemented, employees begin to better understand the true values that characterize the company. As a result, they draw conclusions about what, why and how is done in the company. It is at this stage that either a feeling of satisfaction with one's membership in this organization or, conversely, dissatisfaction with work in it arises.

If the organization proclaims the value of high-tech production, then this should be accompanied by equipping workplaces with appropriate equipment, conditions should be created for its efficient and competent operation. When it comes to producing high-quality products, quality control must be ensured. If it is said that the professionalism of employees is one of the most important values of the organization, then at the level of tangible actions, the opportunities for their professional growth and realization of their professional abilities. It makes no sense to talk about moral standards if the appropriate behavior of employees does not receive positive reinforcement or the behavior of management discredits them.

In fact, any activity carried out within the organization - both production and non-production - gives rise to one or another attitude towards it by the employees of the organization and, therefore, can become a subject of discussion. Understanding this allows you to feel the complexity and versatility of activities for the formation and development of corporate culture.

Interaction with internal divisions begins with a set of measures to understand, formulate and consolidate in documents the foundations of corporate ideology, that is, the purpose (mission) of the organization, key goals and principles of its activities.

Finding out the purpose of the organization implies a detailed answer to the question: “Why does this organization exist?”. In fact, this is a definition of the circle of people interested in its activities.

The answer to the question: "Where is the organization heading?" allows you to formulate key goals that indicate the main directions of the organization's activities within its mission. Directions of action, not concrete results. Unlike step goals, they point employees in the direction of finding solutions, rather than the solutions themselves. Their main task is to guide and unite, not to achieve.

Having determined why and where the organization is moving, it is also necessary to establish how it is moving. Thus, the main principles of activity are formulated. The principles describe the priority qualities of activity (the nature of doing business), with the help of which the organization achieves its goals, and also outlines its area of responsibility in cooperation with interested groups (shareholders, employees, consumers, society). In fact, this system limits the activity within its certain directions, sets the personnel movement guidelines within the chosen direction.

At the same time, the position formulated in this way becomes for employees the most important condition for the competent setting of their own tasks. It sets a certain direction in individual activity, allows you to build individual strategies, form your own criteria for behavior, predict the quality of certain actions. And, as a result, it is a condition for increasing employees' feelings of certainty and stability in relations with the organization, and these are the most important factors for increasing the motivation of activities. Naturally, it is not enough just to develop an ideology, it still needs to be conveyed to employees.

Given the above circumstances, as well as the concept of forming an economic model of production and economic systems, the model for the formation of corporate culture in general terms can be represented by the following diagram (Fig. 2.7).

Let us consider the formation of the corporate culture of holding organizations, the corporate culture of which is largely determined by the level of development of the region or region in which specific enterprises are located. Accounting for regional Russian specifics is especially important if the main production units of the holding are remote from each other.

Figure 2.7 - Model of corporate culture formation

Take, for example, the formation of a social package. Differences in the economic development of regions, in the system of basic values of employees, prices and welfare of the population impose certain requirements on the social policy pursued by the company. It is not advisable to offer the same set of benefits and compensations in a metropolis and a provincial city, including because of the ambiguous attitude of the workers themselves to the elements of the social package.

The Journal of Company Management describes the following situation. A large holding company bought a plant in one of the regions of the Volga Federal District. After a year of successful work, it was decided to form a single social package for employees of branches and the parent company. One of its components in the capital was the organization of a hairdressing salon on the basis of the enterprise. However, the majority of workers in regional branches were men who were accustomed to having their wives, girlfriends or mothers cut their hair. As a result, the initiative of the central office did not receive support, and wishes were expressed to the management about the monetization of this service, that is, about increasing wages.

Symbiosis of formal and informal corporate culture within one holding company;

The interaction of negative and positive sides corporate culture;

Confrontation between the cultures of the branches and the head enterprise of the holding.

Russian social and labor relations are distinguished by the fact that, along with numerous formalized procedures, there are informal rules that affect the formation of corporate culture. Often this is due to the presence of formal and informal leaders in the company and can lead to the most unexpected consequences. For example, a manager - a formal leader is interested in the fact that employees dress strictly, classically. But the informal leader is a supporter of sports style, and all efforts to unify appearance personnel are reduced to nothing. Another example: a formal manager decided to bring a spirit of competition into the company and appointed understudy competitors for most of the key employees. The informal leader, having united the dissatisfied, drew up his plan of action aimed at intimidating the understudies, and the leader's plan failed. Similar situations develop in many enterprises. New employees first of all try to understand the informal, unwritten rules and are not at all interested in the instructions, regulations and regulations of the company.

Based on the foregoing, we will formulate the main issues that arise in the process of structuring the corporate culture of a modern industrial holding.

First, how to transfer the culture of the parent company to distant branches?

Secondly, how to exclude Negative influence individual employees on the culture of the enterprise as a whole?

Corporate culture can be both positive and negative. Its quality can be diagnosed using monitoring, during which employees evaluate the corporate culture of their enterprise, using the following definitions: daring, young, conservative, solid, boring, gray, etc. Characteristics reliable, young, daring talk about the positive image of the corporate culture; grey, solid, boring- about the negative. Circumstances may develop in such a way that the formal corporate culture will be negative, and the informal one will be positive. In this case, it is urgent to take serious measures: the organization is threatened with death. If the informal culture becomes negative (which happens much less often), all efforts must be concentrated on developing measures that contribute to its collapse and the elimination of the informal leader.

As noted above, corporate culture depends not only on the sector of the economy in which the company operates, but also on the type of production. For example, an innovative, scientific team is characterized by a culture of consent, success, and a plant, factory - a culture of rules.

As we noted earlier, there are traditional and innovative teams at the present time. We call a traditional team that was formed many years ago in a certain socio-economic and socio-psychological environment, living according to the established rules of "management in Russian, management in Soviet style." Modern managers are faced with such labor collectives when the owner of a large metropolitan or regional holding expands his business by buying industrial enterprises in the regions. After the completion of a successful transaction, the management, which has several educations, academic degrees, including an MBA, discovers that both the bosses and other employees of the newly acquired organizations do not understand either the forms, methods, or technologies of doing business in modern conditions. Trying to establish work, describe and model business processes that have proven themselves in the parent company, management begins with an attestation procedure.

The next major problem is the clash of cultures of the parent company and a separate regional subdivision. Similar situations arise, for example, when large corporations acquire assets, production sites in various regions of the country. The situation may be complicated by the fact that the acquired structural unit has existed for a long time as an independent production unit, and it has managed to develop its own unique culture, a special socio-psychological climate. A typical sign of such cultures is the patronage of employees who work for a long time at the enterprise. The clash between the old culture of the branch and the new - the parent company - is clearly manifested when the latter tries to figure out the level vocational training personnel, conduct certification, get rid of personnel ballast, increase labor productivity.

Assessing the effectiveness of the personnel, the personnel service is faced with open rejection of new forms of work, undisguised sabotage of the entire procedure: “Why is this necessary?”, “Who came up with this hassle?” etc.

Conclusion: managers and specialists of parent companies need to remember that they live and conduct their business in Russia. And in our country, especially in the regions where industrialists are so eager, there are many unwritten laws. You can, of course, strictly assess the professional level of the chief accountant, whose close relative is the head of the local administration, dismiss the incompetent chief accountant and invite a specialist who will work according to new methods and technologies, but ... you will have to forget about doing business in this region. The local authorities will not forgive the “wrong” attitude towards their relative and will not let the new team work.

In this case, it is necessary to clearly formulate goals: not to evaluate, not to dismiss former employees in order to bring your team, but to shake up the team, identify its pain points, outline steps for further development and force specialists to improve their skills.

Each company has the question of the conformity of its strategies with the existing culture in the organization. To answer this question, it is necessary to decompose the strategy into its component parts (tasks), which form a broad program of strategic actions. Taking these tasks as the basis of the analysis, it is advisable to consider them from two positions:

the importance of each task for the success of this strategy;

compatibility between the task and the aspect of corporate culture that is designed to provide it.

G. Schwartz and S. Davis proposed to build a matrix based on the above two variables, demonstrating the degree of risk of applying the chosen strategy in the context of the culture that has developed in the organization. With this approach, each task is positioned on the matrix field using managerial experience and intuition. This provides an answer to the question of what should be done in the event of a serious incompatibility between strategy and culture.

There are several main approaches to resolving the problem of incompatibility between strategy and culture in an organization:

Ignored culture, seriously hindering effective implementation implementation of the chosen strategy;

The management system adjusts to the existing culture in the organization. The barriers created by the culture before the implementation of the desired strategy are identified, and alternatives are developed to bypass these obstacles without making major changes to the strategy itself;

Attempts are made to change the culture in such a way that it is suitable for the chosen strategy. This is the most difficult approach, taking a lot of time and requiring significant resources. However, there are situations when it may be the only way to achieve long-term success of the firm.

The experience of creating the corporate culture of the OPTIMA INVEST holding is not without interest. It combines several types of business at once, and such different ones as construction, real estate management, venture investment in innovation, production of petrochemical products, etc. Each organization is a society in miniature, and therefore culture, that is, subculture, has its own characteristics. Even different professional groups (for example, financiers, lawyers or marketers) differ in their own worldview and understanding of the essence of the business that the holding is engaged in.

There was a threat of incompatibility of subcultures of various areas of the holding, which could lead to incompatibility of strategy and culture in the organization. Therefore, it was important to develop a common corporate culture strategy that would unite all the subcultures of the company, and then use this monolith to create a team of like-minded people - not those who think alike, but those who strive for a common goal.

Here it is necessary to effectively manage corporate culture (see chapter 3.1).

It seems appropriate to give an example of the formation of a competitive corporate culture that meets the canons of Orthodoxy. The process of building culture in an organization consists of several iterative steps:

Formulation of the problem, determination of the "price of the issue";

Description of the final solution;

Development and implementation of the plan.

At the first stage, the company's management formulates for itself a list of the necessary characteristics of an organizational culture that meets the canons of Orthodoxy, which guarantees its competitiveness in the long term. Here are some of them:

Clarity of the goals and strategy of the company, which are based on eternal Orthodox values and laws;

Knowledge and sharing by employees of the goals, strategy and principles of the company;

Healthy spiritual, moral and psychological climate in the team;

Strong personal and professional connections between former and existing employees, etc.

Management behavior model (enshrined in several internal standards that reflect the rules for hiring, developing and firing staff, remuneration, and decision-making);

Behavior model of department heads and leading specialists (standards regulating marketing and production management processes, intra-group interaction and conflict resolution processes);

Model of "organizational life" (work schedule, rules for holding holidays, identifying and developing non-professional hobbies / abilities of employees).

The implementation of the plan takes place in two stages. First- operational - consists in carrying out explanatory and educational activities ("round tables" with the participation of spiritually experienced specialists on professional and personal issues, joint meetings of Orthodox holidays, assistance to Orthodox organizations in need, etc.).

Second phase- strategic. The main sections of the plan for the long-term development of organizational culture are activities for the spiritual assessment of the company and individual employees, explaining to the professional community the position of the company's management (through the publication of articles, discussion of issues of Orthodox organizational culture during public seminars, round tables), participation in the life of the Orthodox Church .

Currently, the company "N" is developing quite successfully, is actively engaged in commercial and social activities. The Orthodox organizational culture of the company takes root well in regional branches, finds understanding at almost all levels of administrative and economic power.

Yurasov, I. Local corporate culture // Journal of company management - 2006. - No. 5. - S. 51-55.

Naumov, M. Organizational culture as a factor of long-term competitiveness // Company management magazine - 2002. - №7. - P.69.

In this article you will read

What is corporate culture
Rules for the formation of corporate culture
When it is required to formalize the corporate culture of the company
How to convey company values to subordinates
Why esprit de corps is dying

Many businessmen faced a situation when, acquiring profitable business, they invested heavily in the company and planned to get a stable income, but almost all employees decided to quit and left the company. It would seem that they are provided with a motivation package and a good salary, but their decision does not change. For all their paradoxical nature, such situations are quite real - which will be confirmed by the experience of Euroset. The company acquired a network of communication salons "USSR" - and everything seemed perfect. After all, before the network worked smoothly, there should not have been any problems. However, in practice, everything was completely different - employees were informed about the prospect of working in one of the leaders in the European market, they were promised stable salaries, career and current motivational programs. But still faced with serious distrust on the part of employees. As a result, out of 250 employees, about 230 left in 2 weeks.

To avoid a serious shortage of employees, the management of Euroset had to urgently transfer more than 200 people to Voronezh to work in a branch of the network. It took about 3 months for the situation to stabilize. The reason for this situation - in the drastic changes in corporate culture.

What is corporate culture

Corporate culture for domestic business is considered a relatively young term. What is the corporate culture of an organization? It involves a set of basic provisions in the work of the company, depending on the development strategy and mission of the company, with a set of social norms and values shared by the majority of employees. Corporate culture consists of:

an approved leadership system;
communication systems;
conflict resolution styles;
current symbols - prohibitions and restrictions in the organization, adopted slogans, rituals;
position of each person in the company.

When it is required to formalize the corporate culture of the company

If the formation of corporate culture was initially built on an informal principle (from the category of “do as I do”), then over time, with the expansion of the company, it will erode. New employees appear, so the manager can no longer influence everyone by personal example. Instead of a personal example of the director, various unwritten rules, stories, corporate traditions and anecdotes appear. During this period, it is necessary to formalize the corporate culture.

Practitioner tells

Alexander Reznik,

With the development of the company, it becomes necessary to structure all corporate processes, including personnel management. Top managers and HR specialists should help the CEO in this matter. The leader is required to form such a management team, with inspiration for work and setting strategic goals.

A growing company needs to increase the distance between superiors and employees. Of course, long-term employees are the most difficult to succumb to such changes - one colleague becomes the boss, the other remains a subordinate. There may be dissatisfaction among old employees, but new employees quickly accept the established rules of the game while maintaining a given distance. And the old, established culture is being destroyed. There are old and new teams in the team - the CEO must choose which of the groups to work with, or else take the necessary measures to unite them. To unite the team will allow only a single goal. The CEO has to create this goal and communicate it to your employees.

Alexander Verenkov, Deputy General Director CJSC BDO Unicon, Moscow

The strongest value system is considered to be based on leadership. After all, such a system combines credibility, visibility and administrative support. The key aspect in the formation of a positive socio-psychological atmosphere is the leadership role. But will such a system be able to transform and develop in the future in the context of the industry's rapid growth? Unlikely. In our practice, there was a situation when many employees began to leave the organization with an excellent corporate culture. The frequent change of foreign partners simply did not suit them - each of them quickly destroyed a lot, but simply did not have time to create new ones.

What measures should be abandoned in the formation of corporate culture

Administrative controls. With the introduction of a system of fines, control over the employee and other intimidating measures. As a result, business is built on certain conditioned reflexes, the main place is given to the cult of power. With all the minimal bureaucracy, this approach involves many factors of emotionality and subjectivity in decision-making. Usually there is a problem of insufficient training of middle managers, with high staff turnover and arbitrary appointment of managers. In the work of such companies, statements about informal values \u200b\u200band collectivism are often heard. In fact, the values in the company are characterized by subjectivism, each time being interpreted in the most convenient way. All attempts to form a corporate culture are unsuccessful. Interestingly, the weakening of the center leads to destructive consequences for the company - the normal operation of the system is disrupted. The search for a new center of power does not bring results. The company is stagnation or destruction, or serious consequences when recovering from a crisis.
Appointment of employees who are responsible for the creation and integration of corporate culture. Often entire departments are formed, whose employees begin to clearly define the term "corporate culture" with the development of its principles. The developed principles of corporate culture are indicated in official documents. But the implementation of such measures faces serious obstacles. With insufficient understanding of this subject, the measures of employees are limited to the creation of a pseudo-culture that will not be fully accepted by the team. After some time, you just have to completely reduce or restructure this business, and the idea of \u200b\u200bcreating a corporate culture is abandoned for a long time.
Involvement of external specialists who will solve the internal problems of the company. Realizing the shortcomings of the corporate culture, but without understanding how to compensate for them, the CEO begins to attract external consultants. But even a great ideologist will not be able to set up an ideal corporate culture. After all, it will build its principles on its own ideas, which can radically differ from the opinion of the CEO. Correcting mistakes made in the formation of a mission or ideology turns out to be a rather lengthy and difficult process with a not always predictable result.

CEO speaking

Alexander Reznik, General Director of Trial Market LLC, Moscow

Changes in the formation of corporate culture is a rather delicate task for which an HR specialist is needed. You can't just appoint a person responsible for the formation of corporate culture, it's just that the boss and the thought leader cannot be the same concept. The leading role should be placed on the shoulders of a top manager who will be able to "charge" his subordinates. This task is not just an administrator. He must be an integrator in relationships and an entrepreneur in spirit. This role is assumed by the owner at the stage of formation of the company. In the future, this can be done by the CEO, who shares the values of the business owner.

As a general director, I consider it necessary to assess the microclimate in the team. If the company has 100-200 employees, they all remain in sight - the peculiarities of people's communication, their conflicts, who they listen to will be noticeable. To use formalized tools with personnel, the company needs to reach a certain level. Our company has at least 100 employees. Although this number is individual, it depends on the business. In my opinion, in some companies a clear definition of everything is already required with 20 employees in the state. The main condition is to keep the spirit of entrepreneurship in the company.

Summing up, I can talk about the development of the company's corporate culture at each stage according to its own laws. With a larger company, there should be more formalized and structured work with it.

Formation of the corporate culture of the organization in steps

The role of the CEO in shaping the corporate culture

Corporate culture of the organization should initially come from the first persons of the company. The general director and founders of the company should act as the ideologist and bearer of the corporate culture. In my opinion, this way of forming a corporate culture and maintaining a corporate spirit is the most effective and natural.

CEO speaking

Alexey Komarov, General Director of RusHunt, Moscow

The first person of many successful companies not only plays a leading role, but also becomes a real "corporate myth" - just think of the Michelin and Ikea corporations. Each employee of these companies knows the founder's biography, his success story, etc. When communicating with newcomers, aphorisms from the founder are often quoted, with consideration of episodes from his life and the path to success. Such a halo must be preserved. After all, the image of the founder and owner becomes the main motivating element.

Fundamental principles of corporate culture formation

Freedom. Every person has dreams of freedom and the search for truth. However, with a greater level of knowledge, the more a person will depend on them. When you get more freedom, its degree in life only decreases. This paradox became the basis of the first principle of creating a corporate culture. With a greater sense of freedom in the company, the more faithful he will be to the principles of the team.

Justice. Corporate culture is designed to bring together a community of people. Their personal freedom is limited by the common values and goals of the company. However, this restriction should not cross the line, overcoming which a feeling of lack of freedom appears. Such a barely perceptible border is considered injustice.

The corporate culture is based not only on justice and freedom, but also on other universal spiritual values that are necessary for a person in society.

Polar principles of corporate culture formation

In the work of Douglas McGregor, 2 main principles are noted on which management theory is based:

All people, by definition, are inherently thieving, lazy and non-executive. Therefore, they require absolute control. The formation of corporate culture in this case is carried out according to the principles of carrots and sticks.
Man is a rational being. For embodiment best qualities a person needs to provide the proper conditions conducive to this.

These two principles set the extreme poles, and the truth is always hidden in the middle.

Practitioner tells

Nina Litvinova,

The corporate culture of our company is based on the principle of "professionalism in everything". This rule has become the credo of the company, uniting all employees. In the work of the company, an important component of the corporate culture is the attitude towards employees. Investments in development of the personnel are provided. Perhaps our company will be the first to propose the introduction of options for each employee.

For the successful operation of the company, it is important that corporate values are fully accepted by the entire team. There were situations when it was decided to part with employees only because of non-compliance with the norms of the company's corporate culture.

Alexander Verenkov, Deputy General Director of CJSC BDO Unicon, Moscow

Corporate culture can be based on the principle of individualism - on accounting individual characteristics company employees. Modern business is at the heyday of individualism, so the CEO needs to understand human psychology. Only individuals can form a true team, so it is important to respect and appreciate your employees. At the same time, if possible, it is better to get rid of negligent employees who do not deserve respect. In a dynamic modern business there is practically no time for re-education. Employees need to be motivated. Sometimes the opinion is expressed that a well-known brand instills patriotism in the company, but it turns out to be erroneous. A common corporate spirit will be formed and strengthened when the results achieved by the whole team are understood.

Alexander Reznik, General Director of Trial Market LLC, Moscow

When working on corporate culture, the formation of a proper microclimate is of great importance. People must have a desire to work in the organization, a sense of pride in their work and a sense of comfort. Job satisfaction is manifested by loyalty to the company, despite another place of work, and pleasure in going to work and completing tasks.

As long as the microclimate in the team is an important factor for a person, he will remain in the company. When priority begins to be given to other factors (including social status or salary), a search for other proposals is noted. In the corporate culture, mutual understanding between employees is of great importance. It is difficult to count on success in conditions of regular conflicts and lack of agreement.

How the type of company affects the corporate culture of the organization

When forming corporate values, it is necessary to take into account the type of activity of companies. In particular, in the service market, the attitude towards people is of fundamental importance. Including sincere love for customers is important. Only in this case, the client can really fall in love with the company in order to regularly apply for its services. Companies in the service market should have an atmosphere of creativity, mutual respect and initiative. To maintain this state of affairs, postulates are needed that will fix the company's values. When hiring new employees, you need to make sure that they share similar values.

Employees of manufacturing organizations are most important stability. The reason for this priority is that in production, personnel are oriented, first of all, to processes. And stability becomes the main success factor.

Companies in a market segment with significant competition will benefit from merging in the face of an external threat. In particular, it is possible to unite employees against a competitor, becoming a real well-coordinated team in the name of a common goal.

How to make corporate culture work for a company

For corporate culture to work, it is necessary to change its main principles. This condition is extremely important for large organizations. Transformations appear as a result of constant contact between managers and employees, due to informal conditions of communication. If you feel consistent, fair implementation of the principles of corporate culture, when actions correspond to words, you can count on the success of such changes. There is really painstaking work ahead, but the result fully justifies such measures.

Examples of corporate culture in Japan, USA and Russia

Japan and United States of America:

Corporate onboarding for newbies to help them understand the workflow.

Placement of corporate culture values, rules and slogans in various messages, brochures, stands, media pages.

The company's management regularly organizes speeches, during which they consider in detail the corporate values, rules and goals of the organization.

Techniques to inspire employees to work - through speaking the best workers illuminating goals in front of the team, singing the anthem, etc.

Russia:

Celebration of federal celebrations - in the company's office or restaurant.

Singing the corporate anthem.

Carrying out sports events.

Joint trips.

Videos dedicated to the hobbies of employees.

Joint leisure activities - including bowling, hunting, curling, etc.

Special traditions in the company - for example, the organization of skits in honor of the organization's birthday.

Based on the materials of the book: Samoukina N. Effective motivation of personnel at minimal financial costs. M.: Vershina

Practitioner tells

Nina Litvinova, Director of Human Resources Department, Arpikom, Moscow

Training can be one of the effective means of creating corporate culture. The main requirement is that the employee who has received this knowledge can use it in practice. As I have already noted, the corporate culture in our company is based on professionalism. To implement this principle, about a year ago we launched the General Manager Training program. The program is carried out by the general manager, the goal is to train employees to be proud of their profession. As a tool for this, we use information sheets, a corporate newspaper, holding corporate events, etc.

CEO speaking

Alexander Reznik, General Director of Trial Market LLC, Moscow

The most effective (although not always simple) way to form new rules in a company is to invite new employees. Since all new employees usually follow the established requirements. In my own practice, I have seen many similar examples - an employee who was not satisfied with certain procedures leaves the company, and instead of him new employee willing to comply with these standards. The reason is that he is not forced to resist the new corporate culture, but immediately becomes one of the building blocks in the organization. It is necessary to initially hire employees who fit into the provisions of the current corporate culture.

When spreading corporate culture to remote divisions, it will be necessary to take into account 3 factors:

Public basic values and ideology.
Key branch employees need to visit the head office regularly to absorb its energy. After all, they are entrusted with the role of agents of the introduction of a common corporate culture in the work of the branch.
Corporate principles should be formalized (described in the documentation). Otherwise, the transfer of corporate culture norms to branches will be distorted. In addition, this formalized documentation is necessary to familiarize new employees with the rules of conduct and the characteristics of the company's corporate culture.

The role of corporate culture in the company

You should regularly convey to your staff information about corporate values, rules, etc. Speeches by key employees, stands or corporate media are suitable for this.
If the process of erosion of the corporate culture in the company begins or there are several strong groups with different rules, you need to decide which of the groups will be more comfortable to work with.
Control of the informal corporate culture is required - consider informal leaders who should become your assistants to promote initiatives in the organization.
It is not necessary to resort only to administrative levers to manage corporate culture. After all, any order or order should be accompanied by explanatory communication with your employees.
There is no need to appoint those responsible for corporate culture - a top manager should deal with this issue by vocation.
Nothing can strengthen a team better than joint corporate events. Therefore, do not forget about organizing joint sports competitions, holidays, skits, various trips, etc.
You need to be a fair leader. There must be predictable, objective decisions about sanctions against employees.
Corporate learning should be used to convey the values and goals of the organization to its employees.

Corporate culture

Keywords:

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Factors and conditions for the formation of corporate culture

The emergence of a corporate culture usually occurs with the emergence of a new business organization. At this stage, either a passively condescending or a negative attitude towards the emerging culture prevails. Even universal condemnation and sanctions are possible. However, it is the new culture that is the basis for the formation of the prerequisites for the further development of society in general and economic relations in particular. Naturally, we are talking about such cultural innovations that lie in line with the laws of historical development.

Formation of the corporate culture of the organization is a complex and multifaceted process. "Formation" means giving something a certain form, completeness, completeness.

Condition - a circumstance on which something depends (in this case, the development of the phenomenon under study); the environment in which something happens, something is carried out (in this case, the course of the process of formation of the phenomenon under study).

Condition - a circumstance that contributes to something; requirement, rule; agreement, agreement; situation, position; Wednesday.

The term "condition" expresses the relation of an object to the phenomena surrounding it, without which it cannot exist.

All conditions influencing the formation of corporate culture can be divided into 6 complementary groups:

Historical conditions - the presence of common customs, traditions of members of the organization;

Economic conditions (creating interdependence between people): material motivation ( wage, bonuses, allowances, compensations, benefits), the attitude towards cost savings of the organization by members of the team, participation in the redistribution of employees' profits;

Psychological conditions - individual psychological features team members, socio-psychological climate, non-material motivation, features of psychological selection of personnel and adaptation;

Cultural conditions - national customs, and cultural values;

Social conditions - the conditions of an individual's life in society both in the process of work and within the framework of free time: activities at the household level, conditions of education;

management conditions.

These include:

the degree of responsibility, independence and opportunities to express initiative in the organization;

The level of formation of goals and prospects for the organization's activities. Goals will be a significant part of the management process only when they are correctly formulated, known and accepted by employees;

Incentive - the dependence of remuneration on the results of work. Evaluation of labor efficiency - monetary and non-monetary, real and formal, open and hidden;

Organization of work, discipline and system managerial control. Voluntary or compulsory discipline, flexibility in changing roles, interaction of officials and departments, the existence and nature of existing rules and instructions, the use of new forms of labor organization;

The value system of the management team. Since it is the values that often become the key condition on which the cohesion of employees depends, the unity of views of actions is formed, and, consequently, the corporate culture;

a system of internal and external communications, including the preference given to written or oral internal communications, the style of external business communication and behavior, flexibility or rigidity in the use of established channels of business communication, formalism of communication, the possibility of contacts with senior management, the presence of regular intra-corporate meetings and conferences. And also, the nature of informal communication during off-hours.

The competent formation of a corporate culture promises the success of the company, and stupid and chaotic work in this direction is only fraught with waste of time and effort. Unfortunately, not every entrepreneur and owner of the company understands how to properly implement it in his enterprise. How to make this tool fulfill its main goal - to rally the team, increase the efficiency of employees, influence the positive image of the brand - we will tell right now.

is a union of fundamental principles and rules that will work to unite the team, increase the efficiency of everyone's work and develop the brand and image.

The development of the corporate culture of the organization, of course, has a positive effect on the prosperity of any modern organization.

The following factors influence the creation of a company's corporate culture:

The image of the leader within the organization is the influence of the personality of the owner.
Direction of business or production.
Internal atmosphere in the team.
requirements of the internal and external environment.
Stage of development of the organization.

In order for the improvement of the company to be carried out from the outside, forming a competitive and strong brand, the owner must take care of the internal image and loyalty of employees to the company.

Stages of creation and development:

Analysis of the mission, principles and norms of managing an organization that currently exist.
Based on the analysis, the Corporate Code of the company should be written.
Standardization of forms, methods, norms and tools of corporate work in a given organization, development of projects.
Phased introduction of corporate values, missions into the life of personnel, the use of such techniques as holding joint events, congratulating birthdays and creating projects for.
Active implementation of agreed projects.
Getting feedback from employees of the enterprise.
Correction of projects and re-implementation, after which an analysis and an agreed event plan for six months or a year.

As for the analysis of the existing corporate culture, it should be carried out in the following areas:

Priority values of the organization.
Symbolism, branding.
company traditions.
Rules of conduct during working hours.
Key employees of the organization are "heroes".
Building a brand and working on its prosperity.

Methods for forming a corporate culture begin with the development of the Corporate Code. This document spells out all the key points that will become the basis (skeleton) for the development of the company's corporate culture.

The Corporate Code fixes the key points on which the corporate culture of the company is built in the future:

Mission and values.
Development strategy.
Specific directions of development.
Rules and principles of communication in business processes and corporate pastime.
Image branding, symbolism.
Traditions within the team.

The goal and positive result of painstaking work to create a corporate culture is, of course, loyalty and sincere commitment of employees to the company's brand, faith in its development and motivation to work towards this goal.

Developing a corporate culture scheme for an enterprise is not a guarantee of success. It is very important to maintain and constantly “nourish” the internal environment with the necessary ingredients. The core values and style of work should be traced even at the stage of selecting the company's employees.

The following methods are used to achieve this goal:

Branding in the company (branded stationery, clothes for employees, gifts for employees).
Corporate internal media.
Standards (dress code, congratulations, free food).
Personnel training (trainings, seminars).
Non-material motivation (competitions, competitions, encouragement of initiative, diplomas, honors board).
Loyalty program for company employees (discounts, bonuses, social programs, privileges for the best employees).
Family programs.
Team building (sports, cultural events, joint charity, corporate holidays, which undoubtedly affects the strengthening of the team).

When forming a corporate culture on industrial enterprise or in a trading commercial company, the role of the personality of the leader, his participation in programs is very important. In addition, maximum attention should be paid to psychological climate in a team and not to ignore the problems of interaction and communication among employees.