Lecture
The content of organizational culture is not accidental or contrived. It is developed in the course of practical activity as an answer to the problems posed by the organization's external and internal environment.
The essence and content of organizational culture in practice is manifested through its functions. Organizational culture performs the following functions :
Functionally, an organizational culture helps to solve the following tasks :
In principle, an organizational culture is able to realize the listed and other functions, but not every culture has the corresponding potential. Thus, many enterprises have such a company culture that not only hinders the achievement of economic success, but also does not allow them to recognize themselves and use their capabilities in the interests of the company.
In accordance with the functions discussed above, organizational culture has a certain structure . This structure can be represented by a set of assumptions, values, beliefs, and symbols, the adherence to which helps people in the organization cope with their problems.
Consider the influence of the function of forming the image of the company on the structure of organizational culture. The concept of "image" means the image, impression . The image of the company is created by the people working in it, and its success and prosperity depend on their qualifications, responsibility, ability to work with partners and clients.
The image of the company begins to take shape when the company enters the market, and often this process occurs spontaneously. Image creation management consists of several stages:
One of the most successful organizations in the world is McDonald's. The success of this company (its network - about 10,000 restaurants) is explained not only by the fact that its food is different in its taste from any other; One of the main components of the company's success is a strong organizational culture. Every company employee is well acquainted with the norms of behavior adopted in it. High quality, qualified service and cleanliness are the main conditions for success.
The function of forming the image of an organization involves the following structure of organizational culture:
S. P. Robbins proposes to consider the content of the organizational culture of a particular firm on the basis of ten characteristics most valued in an organization:
Other authors [F. Harris and R. Moran] suggest considering a particular organizational culture also on the basis of ten characteristics, but different from those proposed by S. P. Robbins [].
They distinguish the following ten characteristics:
Evaluating any organization by these ten characteristics, you can make a complete picture of the organizational culture, against which a general idea of the employees about the organization is formed.
The culture of an organization can be viewed as a derivative of two components:
Existing traditions and customs in organizations, work style and image are largely formed from previous experience. The source of the formation of organizational culture in most cases are the founders of the company. Traditionally, they have a decisive influence on the formation of the initial culture, on the formation of the ideal image of the future organization.
Maintaining a culture at the required level directly depends on the selection of workers, actions of top managers and methods of socialization. Organizational culture is transmitted to new employees in various forms: stories, legends, rituals, symbols of the company's power, language, etc.
Initially, efforts are being made to help new employees adapt to organizational culture. This process of adaptation is called socialization. During this period, a special training of new employees is conducted, experienced mentors are assigned to them. This is done in order to help new employees fit into the collegial management style of the company.
The process of socialization directly affects employee productivity, involvement in the organization and the desire to work in it.
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Management
Terms: Management