7. ORGANIZATION AS A SUBJECT OF BEHAVIOR

plan
The concept of organizational culture
Types of organizational culture
Signs of psychologically "healthy" and "neurotic" organizational cultures
Image of the organization

Comprehensive goal

Know:

• basic concepts, categories and tools of organizational psychology in the field of organizational culture and imageology;

• criteria for determining organizational and psychological problems and tasks.

Be able to :

• identify problems of a psychological nature when analyzing specific organizational situations, propose ways of solving them that are relevant to the organizational culture and goals of the organization;

• analyze the external and internal environment of the organization, defining the culture of the organization.

Own :

• conceptual apparatus in the field of organizational culture and imageology;

• methods and methods of forming the image of the organization and organizational culture;

• organizational and psychological methods of formation of organizational culture and image of the organization.

The concept of organizational culture

Enterprises, regardless of the form of ownership, are characterized by goals set during the creation of the organization. The goals of an enterprise manager, creator of an organization or owner who has a business idea determine the structure of the organization and the content of its functioning processes (O. S. Vihansky, 1999, A. V. Karpov, 2002, A. I. Prigozhin, 2003). This leads to differences in the activities of the organization, affects the management and culture of the enterprise. The economic development of organizations sets the task of taking into account not only economic, financial and production factors, but also organizational, managerial and personnel (human) factors. The features of the organizational and personnel (human) factors of each organization determine the type and specificity of the organizational culture, which can be characterized as derived from the elements of the organization (goals, organization structure, management and personnel, finance and technology).

Organizational culture is a phenomenon located at the intersection of interdisciplinary research produced in sociology, social and organizational psychology, cultural studies, and management. It is the integrative essence of this phenomenon, on the one hand, and on the other hand, the multidimensional influence on the management of an enterprise creates the difficulties of a research plan when it is considered. The concept of organizational culture is introduced into psychology to study the phenomena occurring in a social group, and incorporates the content and meaning of the general concept of "culture". The concept has no universal definition. 11a its formulation was influenced by the level of generalization of the phenomena underlying the phenomenon, aspects of the study and application of the concept, especially the content invested in it.

The organizational culture is based on a complex system of values, key points and ideas. To understand the impact of organizational culture on all areas of the enterprise, it is important to know what values ​​underlie the creation and functioning of the organization. The business organization can be distinguished, but the opinion of A. I. Prigogine, three general values: manageability, client, innovation. They are general in the sense that all other managerial values ​​of an organization are covered by these three. Basic values ​​are present in each organization, but depending on how the company's management or business creators see the future, they influence the functioning of the enterprise differently.

Manageability as an organizational value, focusing on stability, reproducibility and repeatability of the results of activities is based on monitoring, tracking the accuracy of assignments, norms, decrees and orders by management.

The basic value of the organization - innovation - means focusing on the search for new in the subject area of ​​the enterprise and the search for optimal management methods, it characterizes the ability to generate innovations and implement innovations. To some extent, it is the antithesis of controllability, since innovations often reduce controllability, but even without them, controllability becomes dysfunctional. The organization’s innovation is manifested in the openness to change, a quick response to the need to create new forms of organizational behavior or the introduction of a new product, which are accompanied by the creation or introduction of new production or personnel technologies. In addition, innovation implies the special qualities of a manager, the ability of a manager to bring innovation processes to full completion.

Organization's clientiness means its compliance with the needs and trends of the market. The orientation of the company and its management on the attractiveness of the products of activity for the clientele stimulates work not only to improve the quality of a particular product or service, but also service.

For managers, these three values ​​are not equal, the peculiarities of modern management are that controllability is more important for the majority than the other two. The cult of manageability is widespread in Russian business culture. According to the observations of A. I. Prigogine, clientele comes in second place among the basic values. And innovativeness appears, mainly, when it is required by following two other values.

The prevailing values ​​affect all spheres of the enterprise, including the implementation of management functions and the use of personnel management methods. The value bases that set organizational behavior make it possible to describe many of the phenomena that characterize organizational culture — loyalty, socio-psychological climate, image.

The interaction of the values ​​of the manager (creator of the organization or business) and specific employees determines a complex mosaic of cultural phenomena. The organizational culture of an enterprise is made up of the culture of a manager and each employee (“subculture”), often in conflict.

Organizational culture is considered as a specific form of the existence of an interconnected system, which includes the hierarchy of values ​​that dominates among the employees of the enterprise and the set of methods for their implementation that prevails in the organization at a certain stage of its development.

Organizational culture is a set of norms, rules, customs and traditions that are supported by the subject of organizational power and set the framework for the behavior of workers, consistent with the organization's strategy, and connects the value vectors - management, staff and organization as a whole.

The mutual influence and the ratio of the basic values ​​of the organization, the values ​​of the management of the enterprise or organization and the individual values ​​of the employees determine the nature of the organizational culture.

The character is described by a system of signs, given on three bases:

1) the mutual adequacy of values ​​and ways of their implementation;

2) the compliance of personal values ​​and group;

3) the content of the dominant values.

The degree of mutual adequacy of the dominant hierarchy of values ​​and the prevailing ways of their implementation allows us to divide cultures into stable (high degree of adequacy) and unstable (low degree of adequacy). Stable organizational culture is characterized by clearly defined norms of behavior and traditions, unstable - the lack of clear ideas about the optimal, acceptable or unacceptable behavior, as well as fluctuations in the socio-psychological status of workers.

The degree of compliance of personal values ​​of employees and the intragroup values ​​system highlights the integrative (high degree of compliance) and disintegrative (low degree of compliance) organizational culture. Integrative is characterized by the unity of public opinion and intragroup cohesion, disintegrative - the lack of a unified public opinion, disunity and conflict.

The content of the dominant in the organization of values ​​allows you to determine the orientation of the culture of the organization. Personality-oriented orgkultura - captures the values ​​of self-realization and self-development of the employee's personality in the process and through the implementation of his professional and labor activities. Functionally oriented - the value of the implementation of functionally defined algorithms for the implementation of vocational work and certain command models.

The strength of the organization’s culture is determined by three things:

1) "thick" culture;

2) the degree of separability of culture by members of the organization;

3) clarity of cultural priorities.

The separability of views on the elements of culture, beliefs, values, their ranking helps to understand the power of organizational culture. The ambiguity, vagueness of priorities and shared values ​​to a lesser extent affects the organizational behavior of people, weakening the position of the organization itself, especially in situations of conflict and uncertainty. On the one hand, a strong culture is shared by a large number of employees and clearly defines priorities, and accordingly, it has a deeper influence on the behavior in the organization. On the other hand, a strong culture not only creates advantages for an organization, it can at the same time be an obstacle to changes in an organization. Indirect indicators of a strong organizational culture are pride in their organization, their own style, connectedness of subcultures.

The selection by F. Harris and R. Moran of the characteristics of organizational culture gives meaning to the concept of organizational culture, interpreted by workers, is the basis of the actions and emotions associated with professional activity. List of characteristics that influence the formation of organizational norms:

1) the consciousness of themselves and their place in the organization;

2) communication system and language of communication;

3) the appearance and self-representation at work;

4) habits and traditions;

5) attitude to time;

6) the relationship between people;

7) values ​​and norms;

8) the content of faith in something;

9) employee development process;

10) work ethic and motivation (attitude to work and responsibility for it, quality and evaluation of work, remuneration).

Organizational culture is a real objective-subjective phenomenon. To solve the complex problem of organizational culture dualism

E. Shane proposed to consider it on three main levels:

1) superficial;

2) subsurface;

3) deep.

According to E. Shane’s theory (Fig. 7.1), the “superficial” (symbolic) level includes visible external factors, such as the technology used, the use of space and time, the observed patterns of behavior, verbal and non-verbal communication, slogans, or everything perceive.

Fig. 7.1. Three levels of studying organizational culture (by E. Shane)

At a deeper, "subsurface" ( organizational ideology) level, values, beliefs and beliefs are shared by members of the organization, according to how these values ​​are reflected in symbols and language, how they carry the first level of meaning. The perception of values ​​and beliefs is conscious and depends on the will of the people.

The third general attribute of the concept of organizational culture is considered to be " symbols ", by means of which value orientations are transmitted to members of an organization ("corporate" color, uniform, flag, badges, etc.).

In accordance with the levels studied, organizational culture can be divided into subjective (physical environment) and objective (values, beliefs, elements of the spiritual part of symbolism). Subjective organizational culture serves as the basis for the formation of a management culture, objectively reflecting the values ​​that the organization adheres to.

The organizational culture of an enterprise is a systemic phenomenon; subsystems can be distinguished in it . Each of the subsystems reflects the general laws of the organizational culture, the analysis of which allows you to make a description, to anticipate its influence on the activities of the organization, group and personality.

1. Value-normative subsystem : core values, corporate traditions shared in the organization, corporate rules (relationships with customers, partners, competitors).

2. Organizational structure: formal and informal organizational structure of power and leadership, norms and rules of the internal interaction of tradition, schedule, regulation of organizational behavior in the workplace.

3. Structure of communications: formalized and informal information flows, quality of communication, internal PR.

4. The structure of socio-psychological relations: the structure of mutual sympathies, choices, preferences (sociometric map), the system of roles in the organization, internal positionality and conflictness of attitude towards the leaders of the organization.

5. Game (mythological) structure: corporate history, myths and legends about the organization, its employees and leaders "games played by employees and bosses."

6. The structure of external identification: the image of the organization, which is reproduced in real communication with the client, the perception of the company and its products in society, advertising attributes.

Organculture existing in the enterprise is capable of performing two main functions - external adaptation and internal integration (Table 7.1). The process of external adaptation is associated with the organization's adaptation to the changing external world, finding its place in it. Problems of internal enterprise integration are associated with the creation of a common language and conceptual categories, the choice of communication methods.

For an enterprise, both functions are important - correlating the characteristics of an organization with competitive companies for various reasons (goods or services market, personnel and financial markets) and rallying, coordination, correlating values ​​within the firm.

In any organization, its employees tend to participate in the following processes:

• - select from the external environment important and not important for the organization;
• - develop ways and means of measuring the results achieved;
• - find explanations for success and failure to achieve goals.

Table 7.1

Problems of external and internal integration (according to E. Shane)

Problems of external adaptation and expression
Mission and strategy	Definition of the mission of the organization and its main tasks; choosing a strategy to fulfill this mission
Goals	Setting specific goals; reaching agreement on goals
Facilities	The methods used to achieve the goals; reaching agreement on the methods used; decisions on organizational structure, incentive systems and subordination
Control	Establishing criteria for measuring the results achieved by an individual and groups of results; creation of an information system
Correction	Types of actions required for individuals and groups that have not completed the task
Problems of internal integration
Common language and conceptual categories	Choice of communication methods; definition of the meaning of the language used and concepts
Group boundaries and criteria for entering and exiting groups	Establishing membership criteria for an organization and its groups
Power and Status	Establishment of rules for the acquisition, maintenance and loss of power; definition and distribution of statuses in the organization
Personal relationships	The establishment of rules about the level and nature of social relations in the organization between the sexes, age, etc .; determination of the permissible level of openness at work
Awards and Punishments	Definition of desirable and undesirable behavior
Ideology and religion	Determining the meaning of things that are not understandable and beyond the control of the organization; faith as stress relief

The use of the transformational concept of management by A. V. Karpov allows evidence of the emergence of new functions of organizational culture, not described in the Western literature, - compensatory, psychotherapeutic, diagnostic, self-mobilized. Separately allocated is the private function of the organizational culture, which is part of the function of internal integration - socialization and adaptation of new employees. The refinement of the adaptation function in the enterprise will be the allocation of the guarding, integrating, communication, orienting, motivational, educational and image function of the organizational culture in relation to the organization.

Types of organizational culture

The search for characteristics that make it possible to describe the characteristics of an organization, its behavior in the markets for the production of goods and services, as well as the personnel market, leads to the question of the typology of organizational cultures. The introduction of this category allows us to give grounds for meaningful differences between one enterprise and another.

The approaches of researchers to the typology of organizational culture are associated with an understanding of the essence of organizational culture or ways of studying it. A.V. Karpov analyzed the existing typologies and proposes a general basis for their construction - phenomenological and parametric. Typologies based on phenomenology provide images of organizations based on practical experience of working with them (T. Dale and A. Kennedy, M. Hot). Parametric typologies offer criteria that define the dimension of organizational culture.

The typology of T. Dale and A. Kennedy identifies four types of corporate culture. The level of danger and the speed of receiving feedback were chosen as parameters. Based on the combination of these parameters, the following types of organizational culture were identified:

– a culture of high danger and fast feedback, this type is represented in the entertainment industry, police, army, construction, management consulting, advertising;

– a culture of low danger and fast feedback, where employees take little risk, they are encouraged to carry out intensive activities with relatively little risk; areas where this culture is represented are customer service;

– a culture of high danger and slow feedback; this is present in organizations where the decision-making process is long;

– a culture of low danger and slow feedback; a lack of feedback makes employees focus on the process, not the result.

Hofstede's typology is based on the analysis of employee satisfaction with their work, colleagues, management, the study of the perception of problems arising in the work process, life goals and beliefs. G. Hofstede identified significant differences in the behavior of managers and specialists in different countries, which is explained by national culture. He identified four parameters that characterize managers, specialists and the organization as a whole:

1) individualism/collectivism;

2) power distance;

3) desire to avoid uncertainty;

4) masculinity/femininity.

These parameters for describing organizational culture allow us to identify the features of the organization based on an understanding of the essence of the parameters themselves.

R. Ackoff's typology is based on the analysis of organizations from the point of view of power relations. He identified two parameters: the degree of employees' attitude to setting goals in the organization and the degree of involvement in choosing the means to achieve these goals. Based on a comparison of these parameters, four types of organizational structure with characteristic power relations were identified.

1. The corporate type of culture is characterized by a low degree of employee involvement in setting goals and a low degree of employee involvement in choosing the means to achieve goals. A typical case is a traditionally managed company with a centralized structure and one-man management, autocratic relations.

2. Consultative culture type – high level of personnel involvement in setting the organization’s goals, low level of employees’ involvement in choosing the means to achieve the goals. This type of culture is common in organizations providing services (social, medical and educational).

3. “Guerrilla” culture type is characterized by low level of employees’ involvement in setting goals and high level of their involvement in choosing the means.

4. Entrepreneurial culture type is associated with employees’ involvement in setting goals and high level of personnel’s involvement in choosing the means to achieve the goals (organizations managed by results and by goals).

A. Quinn and K. Cameron’s model (Fig. 7.2) considers a combination of two factors – external (internal) orientation of the organization and flexibility (rigidity) of behavior control. It is based on four groups of criteria defining the core values of the organization:

– flexibility and discretion;

– stability and control;

– internal focus and integration;

– external focus and differentiation.

Fig. 7.2. Model of A. Quinn and K. Cameron

Clan organizational culture characterizes an organization where the workplace, where people are gathered, is friendly, colleagues feel comfortable working in one place. Organizations with this type of organizational culture are like large families, in which there can be both happy and sad events. Leaders or heads of organizations are perceived as educators and even parents. The organization maintains interdependence and mutual assistance. The organization emphasizes cohesion and a positive psychological climate. Success is defined as a good feeling towards consumers and concern for people. With this type of organizational culture, the organization encourages a joint type of work, people's participation in business and agreement.

Adhocracy organizational culture (from Latin ad hoc - by chance): a dynamic entrepreneurial and creative workplace. The leaders of the organization are people who are ready to act and take risks. Experimentation and innovation are characteristic of the organization.

In the long term, the organization focuses on growth and acquiring new resources. Success for the organization means producing unique products (goods or services), it is important for them to be a leader in their market. The organization encourages personal initiative, creativity and freedom.

Hierarchical organizational culture (bureaucratic type), typical of organizations for which hierarchy, regulations and norms are important. This is a formalized and structured place of work. The established procedures are of primary importance, not the needs of people or consumers. Leaders are rationally thinking coordinators and organizers. The organization is united by formal rules and official policy.

Market culture. This type of organizational culture dominates in organizations focused on results, where initiative and risk are possible. This is a culture where the fulfillment of the assigned task is important. People are characterized by purposefulness and compete with each other. Leaders are firm managers, enterprising, competitive, demanding. The style of the organization is a strictly pursued line on competitiveness.

This typology is similar to the approach of D. Cole, based on the characteristics of the organization (bureaucratic, organic, entrepreneurial, participatory).

C. Handy proposed the process of distribution of power in the organization, value orientations of the individual, the relationship between the individual and the organization, the structure of the organization and the nature of its activities at various stages of evolution as a basis for analysis: the culture of power; the culture of the role; the culture of the task; the culture of the personality.

According to the scientist, several types of forces operate in the organization (the forces of position, resource management, possession of knowledge and the power of the personality). Depending on which forces exert a predominant influence in the organization, a certain ideology of relations between the constituent parts and members of the organization and the organizational culture corresponding to these relations are formed and developed.

In the "culture of power" ("culture of Zeus"), a special role is played by the leader, who has the main resources of the organization at his disposal. Features of management in the organization: hierarchical structure, sole decision-making, selective nature of control, subjectivity. Organizations are characterized by an informal power structure, a small number of rules and procedures that formalize activities.

"Role culture" ("Apollo culture") is characterized by a functional distribution of roles and specialization of areas. This type of organization functions on the basis of a system of rules, procedures and standards of activity, compliance with which should guarantee its effectiveness. The main source of power is the position occupied in the hierarchical structure. The right to make decisions is widely distributed throughout the organization, this culture is quite stable, conservative; it is difficult to implement innovations in it.

"Task culture" ("Athena culture") is based on the possession of specific knowledge and develops in cases where the organization's activities are associated with the need to solve problems that only qualified professionals can cope with. The most competent specialist has the authority in such organizations.

"Personality culture" ("Dionysus culture"). An organization with this type of culture unites people so that they can satisfy their needs through belonging to the organization. Power is based on proximity to resources, professionalism, the strength of personal qualities, abilities and the ability to negotiate. Personal culture is conflictual and unstable.

According to C. Handy, all types of cultures can be traced in one organization during its evolution. Thus, at the stage of inception, the culture of power prevails, at the stage of growth – the culture of the role, at the stage of development, the culture of the task or the culture of the personality can be formed. At the stage of disintegration, any of the four types of cultures can be used. Knowledge of the leading type of culture of the country and the organization allows us to assess the compatibility of cultures

different countries of the world, predict the development of their interaction, regulate controversial issues, and effectively make management decisions.

R. Ruttinger's approach uses psychiatric terms: demonstration, depressive, schizoid, paranoid, and coercive organizations.

The school of domestic social psychology offers a typology of organizational culture based on the definition of the moral and psychological climate and the characteristics of personnel behavior in the organization.

The study of the characteristics of types of organizational cultures has practical significance. The importance of identifying different types of organizational cultures is associated with the need to predict the behavior of the organization and the reaction of employees to management decisions and external events. There is also a need to use organizational indicators to know the characteristics, strengths, and weaknesses of the existing organizational culture, stereotypes of employee behavior, and accepted values. This allows you to develop management influences with the set task of possible change and improvement of organizational cultures.

Signs of psychologically "healthy" and "neurotic" organizational cultures

The thesis about the influence of culture on the efficiency of the organization is important for the functioning of enterprises. Any enterprise is limited in resources and the organizational culture is a determining factor in the competitive struggle. In this sense, cultures can be positive or negative. The culture of the organization is positive if it promotes effective problem solving and productivity, stimulates the effectiveness of the enterprise (its features: personality-oriented: integrative, stable). Negative - hinders the effective functioning of the enterprise and its development (its features: functionally-oriented; disintegrative; unstable). Negative culture is a source of resistance and can hinder the effective decision-making process.

A set of features characterizing the organizational culture, based on value orientations, sets the criteria by which its valence can be determined (positivity - negativity). These criteria allow us to identify and describe the features of the cultures of organizations of enterprises.

The basis of the selected criteria is the analysis of the relations existing in the organization, specifying the features of the organizational culture of the enterprise:

- Relationship to the organization, its external relations, the activities of the enterprise and the product;

- Relations in the organization, interpersonal contacts; attitude to leadership;

- The attitude of the employees to their own activities and their results.

A positive organizational culture captures the value of professional and labor activity at a given enterprise as a way of realizing the value of self-development and subjectivity, as well as the value of the enterprise as a condition for realizing this kind of method. A clarifying criterion is satisfaction with staying in the organization, a positive assessment of one's own work and the impact of professional and labor activity on personal development, and, as a result, loyalty to the enterprise and its product.

A negative organizational culture captures disloyalty, non-commitment to the enterprise, when the employee considers his own stay at the company temporary, accidental. Negative organizational culture reflects a situation when activities at a specific enterprise are beneficial to varying degrees, but are not valuable for the employee in terms of his or her self-development and self-realization.

A refinement of this criterion is the readiness or unwillingness of employees and management not only to develop through work in the organization, but also to link their own professional and personal careers with work at this enterprise.

With a positive organizational culture, the attitude towards clients is characterized by an attitude towards the client as a partner with whom long-term and stable relationships are established. Another manifestation of a positive organizational culture is loyalty to the client, formal and informal contact with him or her. A negative organizational culture is manifested in the lack of understanding of the client's characteristics, chaotic and unsystematic work with him or her, and an orientation towards one-time contact.

The criterion of positivity of the organizational culture is the attitude towards competitors, based on the ability to see one’s own competitive advantages. Positive culture - this is a partnership position, focus on the study of experience, respect, tracking strategies, professional communication with colleagues. Negative cultures are characterized by obvious and hidden intrigues, “black technologies”, enticing specialists, misinforming customers about the features of a competitive firm and its product.

Intense emotional-colored communications on the basis of focus on the result of professional activity. The criterion can be described through the features of business communication - the need for contacts, the adoption of personal characteristics of managers and colleagues, the desire to see each other outside the work situation with a clear focus on the content of professional activity. Negative culture is characterized by the prevalence of the emotional component of communication, when work turns into a meeting place, or the preponderance of formal performance of labor functions, lack of conditions for interpersonal contacts. These extremes equally negatively affect the efficiency of the enterprise.

A special criterion for positive organizational culture is a feeling of mutual adequacy of personal and collective criteria of one’s own value. This is a subjective criterion, however, the success of the employee as a result becomes the basis for self-esteem and respect from colleagues. As a result, the efficiency of business interaction increases, which is an objective condition for the establishment of benevolent interpersonal relations in a team. The criterion is manifested in the presence of feedback in the relationship "vertical" and "horizontal", respect for colleagues and leadership.

The positive culture of an enterprise is characterized by the employee’s perception of himself as a subject whose professional labor activity influences the overall performance of the enterprise and determines its development strategy. The criterion can be described as the involvement of workers in the activities they perform. The employee is able to consciously take personal responsibility for the common product of the joint activities of the organization. This, in aggregate, gives rise to a conscientious attitude towards one's production duties as a norm of employee behavior, regulated by public opinion that is negatively disposed towards manifestations of activity. With a negative organizational culture, the detachment of the employee’s relation to the organization’s activities causes a formal fulfillment of official duties, the performance of work at the minimum level.

A positive culture is characterized by the employee's orientation towards the search, development, selection and implementation of the most optimal ways to carry out their activities. The implementation of this kind of orientation creates a sense among employees of their responsibility for the quality of the product of their own activities and generates interest in its improvement. Professional and labor activity acquires a creative character, even if objectively it does not possess one, which creates a general atmosphere of enthusiasm for its work. Negative culture is characterized by the formal implementation of production standards, the desire to reduce costs and the required turnover of goods or other means, the lack of readiness to search for an effective task, the desire to perform simple, stereotypical tasks.

The study of negative cultures of enterprises revealed the prevailing relationships:

• - indifference, avoiding the demonstration of feelings and emotions;
• - de-identification of problems;
• - blind submission, lack of initiative;
• - conservatism;
• - isolationism;
• - antipathy, detachment of management from staff.

Using the metaphor of "healthy" or "sick"

organizational culture allows you to make a prediction of the future organization for symptoms that can either be observed with the help of consulting technologies, or explored using special diagnostic tools, immersing the organization in a situation of “laboratory” research (organizational diagnostic procedures, seminars, trainings).

A "healthy" organizational culture is characterized by characteristics embedded in organizational systems and personnel-technology. An indicator of healthy organizational culture is effectively existing personnel technology, described and adjusted as the organization changes. First of all, it is an effective set and selection. New personnel are selected in the organization thoughtfully and systemically, they adapt, acquire new skills, and as a result they have every reason for professional growth. In a healthy company there is intra-company training. The organization trains its staff, improves its qualifications, and the staff itself is committed to this. Peculiarities of motivation are high interest, people strive to be active in their organization, initiatives and proposals of staff are supported, and efforts are rewarded adequately.

In such a company, there is a clear organizational structure, the absence of "vicious circles of management", all the links between subordination and management (linear, functional and project management) are well thought out.

The next characteristic is adequate control. Control only those who own the information and have the authority. The sphere of "control" also has the property of self-development.

The manifestations of a healthy or neurotic organizational culture depend on several factors that are significant to the life of the organization. The manifestation of "health" or "ill health" especially occurs in conditions of tension, organizational stress, a situation of uncertainty, in which the characteristics of the organization as a subject of activity are manifested most clearly. Here are the most significant factors.

1. Conflict resolution. As far as the company is interested or not interested in its employees freely and openly discussing any conflicts and misunderstandings. Does the authorities listen to different opinions expressed or just ignore them?

2. Cultural management. This factor helps to find out how actively the company is trying to be a functional part of the organizational culture and influence the direction of its development, or it is not a significant factor that the company simply ignores. Companies with strong cultural management try to be at the same cultural level with their employees, and are more efficient. A company must be special in order for workers to be proud to identify with it.

3. Willingness to change. Are the workers ready to accept change, or are they stubbornly resisting them, or are they indifferent? The answer to this question can provide information about the company's culture, and how employees and managers can work together smoothly. Are employees of all departments of the company ready to try something new and take on certain risks?

4. The active participation of workers. Do employees feel that they are part of the company and do they have the right to express their opinions, or are they silent performers?

5. Clarity and certainty of purpose. How clear and well-known are the goals and objectives of the employees? In a healthy organizational culture, an employee, regardless of the hierarchy, should have an idea of ​​the goals and objectives of the entire company.

6. Freedom or limitations in action. Is the power at the top managers, or is it distributed among the workers? Is power centralized or decentralized? How much power and authority does an individual employee have in order to make his own decision?

7. Management style. The key in this case is whether employees respect management and administration or not, whether they trust their supervisors.

8. Execution of work. The question of the presence or absence of performance standards is the specificity of the motivation system.

These factors allow us to analyze and study the success of the organization to make a forecast about its long-term nature, the possibility of being effective in the present and future time at the expense of the created and created internal resources.

The organizational culture itself is an important factor that influences the development of the group and the performance of its members. If a healthy organizational culture exists in the whole enterprise, and there is unity (here it is interesting to study the work of domestic psychologists), cooperation, then the values ​​and ways of their transmission can be promoted among the members of the organization. Thus, if the company has a healthy organizational culture, the employees are confident that the company has prospects for development.

The workplace can be characterized by a comfortable organizational culture, if the set of work rules, the motivation system allows each employee to be healthy emotionally and physically. Using the proposed metaphor, we can talk about the existence of a healthy lifestyle in the organization, the availability of settings that can ensure the satisfaction of their employees. Conditions for professional and personal growth of employees are important for this. In addition, the company must provide workers with the opportunity to maximize their potential and realize their personal goals in life, giving them opportunities for their personal development. Speaking of a healthy organizational culture, it is important to strive for a "healthy lifestyle" not only for employees. The overall welfare of the company should be taken into account. It is important that along with meeting the needs of employees, the organizational culture should be built into the implementation of the company's mission and vision. The declared progressive goals of such companies fall within the scope of the company's expansion and are associated with an increase in its profitability.

Thus, the presence of characteristics of a healthy organizational culture provides a win-win situation for both employees and organizations through cooperation. It is important that the cooperation of the organization and its employees will be carried out in the conditions of compliance with the regulations and rules.

In addition, in modern practice there are leaders whose management style has a negative impact on the effectiveness of the organization. Based on the fact that the manager is the carrier of key values ​​and sets the basic organizational norms, employees accept these norms and imitate them, being under their influence. In such conditions, organizational cultures sooner or later become neurotic, causing harm to the organization as a whole. Then workers feel a sense of helplessness, distrust, anger, apathy and even depression, lose their motivation to work in the organization. In a "neurotic" organization, the quality of work decreases, and the organization has characteristics of organizational stress. The organizational behavior of workers is unproductive for themselves and their organization. As a reaction to the neurotic organizational culture, organizational deviations, misconduct, abuse, dismissal, etc., appear in the enterprise.

Image of the organization

In a competitive environment, an organization can survive if it has the appropriate image. That is why the image problem has attracted the attention of both practitioners interested in the development of their organization and scientists who study the structure, types, features and patterns of existence.

Translated from English, image is an image, and accordingly a corporate, or organizational image is an image of an organization in the representation of groups of the public. This definition is the most common. In order to emphasize the specifics of the image as an image, different authors note a number of its essential characteristics, including them in the definition of image.

Symbolism. Image is a symbol of the organization, reflecting its uniqueness, originality, and distinguishing it from a number of similar.

Internal determinism. Image is a collection of all representations, knowledge, experience, desires, feelings of the subject associated with a particular subject.

External determinism. The image is created and the media, social group or personal efforts of the individual.

Information and evaluation nature of the image. The content of the concept of image includes two components. A descriptive (informational) component, which is an image of an organization, or a combination of all representations (knowledge) about an organization. And the component associated with the relationship, or the estimated component. The evaluation component exists due to the fact that the information stored in the memory is not perceived indifferently, but awakens assessments and emotions that may have different intensity, since specific features of the image of the organization may cause more or less strong emotions associated with their acceptance or condemnation. People evaluate the organization through the prism of their past experience, value orientations, generally accepted norms and moral principles.

Functionality. The image has an emotional and psychological impact on the subject or group, prompting them to certain actions.

You can highlight certain image functions.

Positioning the organization in the market. Positioning an organization involves aligning the organization’s mission with the needs of its potential customers. That is, the more clearly defined the goals and objectives of the organization in terms of customer needs, the easier it is to translate the required image of the organization outside, thereby creating an image.

Motivation for action. The fulfillment of this function implies the formation of a readiness among the audience to act in a certain direction.

To this must be added the reputational function, i.e. The image of the organization depends on the image. David Ogilvy explains the need for a good and sustainable image as follows: "A brand with a stable reputation provides a constant amount of production and revenues that grow from year to year. A stable brand is unusually tenacious, and this property yields huge savings over time. Organizations with a stable reputation provide higher prices in the market and good sales. They are more enduring. In the competitive struggle of prices, they survive much easier than unstable brands. They lose little with the advent of a new “star” and quickly recovered they have their credibility as soon as the element of novelty of the goods that has appeared begins to weaken. Firms with a stable reputation give more than they are expected to do. "

Qualitative specificity. The image of an organization can be positive or negative, or ambivalent, including both positive and negative sides. Based on the objectives of the organization, the positive features of the image are those that contribute to their solution, and the negative - those that prevent to solve the tasks.

There are some generalized criteria that indicate the attractiveness of the image of the organization.

1. Positive assessments of the organization’s activities received from higher-level managers or owners, consumers, partners, third-party enterprises and organizations not directly associated with this organization, as well as from the staff of the organization itself.

2. The competitiveness of the organization, presented through the high quality of products, goods or services, through the preservation of the contingent of consumers and personnel of the organization.

3. The authority of the organization, manifested in the trust in it, the complementarity of consumers and partners, recognition of the organization by different social groups, including those that are not among its consumers.

4. Positive assessments of the organization’s activities by the media, which is largely achieved by demonstrating recognition of socially approved activity standards: charity, assistance to culture, education, childhood, etc.

5. Development of the professional competence of the organization’s personnel, ensuring its psychological readiness for activities, for changes.

6. Such aspects of the organizational culture of personnel as a high level of organization and self-organization, the ability of employees to productively perform professional functions, low dependence on external factors.

There are a number of requirements for a positive image:

1. The image must meet the expectations, norms of behavior, values ​​adopted in society, the system of social status and social roles of the target audience.

2. Image must be supported by real facts. That is, the created and implemented image should correspond to the already existing, really existing, spontaneously formed image.

3. The image must be sufficiently plastic (dynamic) to respond to all changes in society, not to go out of fashion and at the same time appear unchanged.

4. It is necessary to make constant efforts to maintain and improve the image. Otherwise, there is a risk of not achieving the goal of changing social behavior.

Constructible. Representatives of imageology identify as one of its basic properties - constructibility, i.e. Image is a specially designed image of an object or phenomenon. It is a mental representation of a person, product or institution, purposefully formed in the mass consciousness with the help of publicity, advertising or propaganda. However, it should be noted that regardless of the desires of the organization itself, image is an objective factor, and if it is not formed purposefully, then it is formed spontaneously, while maintaining its functionality in terms of influencing different groups of the public. Most often, a spontaneous image has both positive and negative features, which is why one can hear opposing opinions about the same organization.

The structure of the image of an organization. According to I. V. Aleshina, the image is formed differently for different groups of the public, since the desired behavior of these groups in relation to the organization may differ. In other words, the same organization can be perceived differently by consumers, investors, government agencies, local and international communities. For example, for the general national public, the civic position of the organization is preferable. For partners, reliability and constructiveness are important. In addition, there is an internal image of the organization - the staff's idea of ​​their organization and its management, i.e. the organization has several images: for each group of the public - its own. The synthesis of ideas about the organization of various groups of the public will create a more general and capacious idea of ​​the organization, called its corporate image. The proposed structure of the corporate image of the company is presented in Fig. 7.3.

Considering the structure of the organizational image, it should be noted that the image of the enterprise integrates the population's ideas about the development of society and the idea of ​​the industry to which the organization belongs. Each enterprise, organization performs many functions or roles. It is a manufacturer of goods, services, employer and creator of profit. The enterprise manages resources, realizing its own interests and the interests of society as a whole. It contributes to the general culture. As part of a complex system, the enterprise operates at various levels: socio-cultural, industry, the level of the enterprise itself and the product level. Accordingly, the levels of image are distinguished.

Sociocultural level. The attitude towards an enterprise and its products depends on certain general views that prevail among certain social groups. These are ideas about how the enterprise should develop

Fig. 7.3. The structure of the corporate image of the company

society, what is good for it and what is bad. These general ideas or principles are an integral part of the image of any enterprise. For example, if the enterprise is private and not state-owned, then this quality in itself, regardless of the results of its activities, will cause a positive attitude towards the enterprise in some social groups and a negative attitude in others.

Industry level. Any enterprise is part of a certain industry, and industries can have very different reputations. Any enterprise needs to have information about the image of its industry and take timely measures (together with other enterprises) to strengthen its image. Otherwise, the money spent on developing its own image may not bring the expected results.

Eight main components can be identified in the structure of the organization's image.

1. Product (service) image – people’s ideas about the unique characteristics that, in their opinion, a product has:

– the functional value of a product is the main benefit or service that the product provides;

– additional services (attributes) are what provide the product with distinctive properties (name, design, packaging, quality, etc.).

2. The image of consumers of a product includes:

– ideas about lifestyle, social status;

– some personal (psychological) characteristics of consumers.

3. The internal image of an organization – employees’ ideas about their organization. The main determinants of the internal image are:

1) the culture of the organization:

– the system of personnel selection and training;

– the system of management and subordination relations;

– the system of personnel performance evaluation based on the criteria adopted in the organization;

– the system of rewards;

– the system of social benefits;

– the corporate style