home Management Management - Vikhanskiy OS

Management - Vikhanskiy OS

Brief conclusions

The organizational culture represents a set of the most important assumptions, values ​​and symbols shared by the members of the organization. Various levels of organizational culture will be highlighted: superficial, subsurface, deep.

Depending on the prevalence of elements of a given level, the subjective and objective culture in the organization is singled out. The first is the basis for the formation of a management culture or leadership style.

Organizational culture is not a monolith, but consists of a predominant culture, subcultures of groups and countercultures that strengthen or weaken the culture of the organization as a whole. The power of culture depends on the scale and the sharing of its main attributes by the members of the organization, as well as on the clarity of its priorities.

The development of organizational culture presupposes its formation, maintenance and change. The formation of culture occurs in conditions of the organization's solution of two important problems: external adaptation and internal integration. The formation of culture in the organization is influenced by the culture of society / people, within which the organization functions.

Organizational culture is supported by what is being paid attention to, how the activities of members of the organization are assessed and monitored, how to respond to critical situations-role modeling and training, motivation criteria, and criteria in personnel work. Observance of rituals, rituals and traditions also contributes to the maintenance of organizational culture.

The change in the organizational culture is, to some extent, directly opposed to its maintenance. Changes in behavior can lead to changes in the culture of the organization, and vice versa. There are three possible combinations of changes in behavior and culture in the organization: 1) changing the culture without changing behavior; 2) behavior change without changing the culture; 3) change in behavior and culture.

The study of the influence of culture on organizational effectiveness is associated with the choice of approach and variables. Each of the existing models of the influence of culture uses its own criterion for the formation of a set of organizational variables. So, in V.Sathe these are organizational processes, Peter and Waterman have value orientations, T. Parsons has the functions of a social system, and in Quinn and Rohrbach there is a system of competing values.

Success in business implies a high degree of compatibility of strategy and culture in the organization. The following situations may arise: the culture that strongly impedes the effective implementation of the chosen strategy is ignored; The management system is adjusted to the existing culture in the organization; An attempt is made to change the culture in accordance with the chosen strategy; The strategy adapts to the existing culture.

Great influence of the national in the organizational culture. When studying the national in the organizational culture, two questions are solved: what you need to know about the national culture in order to foresee its impact on the culture of the organization; Is it possible to "splice" the best of different national cultures within the framework of one business organization in order to improve its effectiveness?

When answering the first question, different models are used: J. Miller - a system approach; G. Hofstida - the variables of national culture; Lane and Distefano are the variables of the national culture and the variations in their variation, correlated with certain variations of the organizational variables. For the specified purposes groups of the elements forming a condition of the given society can also be studied: the territory, the nature and a climate; Language, faith, morality and right; Family, upbringing and education; Forms of socialization of people's lives; Way of management, economy and business; Politics, history and government.

The "Z" theory of Ouchi makes an attempt to answer the second question about the synergies of different cultures. The model uses a comparative analysis of seven organizational variables in refraction to national characteristics, and a "Z" type culture is formed based on its results. This approach is interesting in the context of internationalization and globalization of business.

Basic terms and concepts

External adaptation and survival

Internal Integration

Model AGIL influences the culture of T. Parsons

The model of the influence of culture V. Satet

The model of the influence of Peters-Waterman culture

The model of studying the culture of G. Hofstead

The model of studying the culture of Lane-Distefano

The model of the competing values ​​of Quinn - Rohrbach

National in organizational culture

Organizational culture

Organizational socialization

Organizational Effectiveness

Organizational rituals and ceremonies

Assumptions, values ​​and beliefs in organizational culture

Development of organizational culture

Strong organizational culture

Symbols of organizational culture

A systematic approach to the study of culture

Correspondence between culture and strategy

Subcultures and countercultures in the organization

Theory "Z" Ouchi

"Thickness" of organizational culture

Organizational culture management

Management culture

Levels of organizational culture

Bibliography

1. Ackoff R. Planning for the future of the corporation. M., 1985.

2. Brakov A.E. Is it possible to manage the enterprise together? Ed. IL. Faminsky and AI. Naumova. M., 1990.

3. Peter T., Waterman R. In search of effective management. M. (1986.

4. Bowditch JL, BuonoA.FA Primer on Organization Behavior. John Wiley & Sons, 1990.

5. Harris PR, Moran RT Managing Cultural Differences. Gulf Publishing Company, 1991.

6. HaxA.C ,, MajlufN.S. Strategic Management: an Integrative Perspective. Prentice Hall, 1984.

7. Hellriegel D., Slocum Jr. JW, Woodman RW Organizational Behavior. West Publishing Company, 1995.

8. Hofstede G. Cultural Constraints in Management Theories // Academy of Management Executive. 1993. Vol. 7. No. 1.

9. LaneH.W., Distefano JJ International Management Behavior. NELSON, 1988.

10. Likert. The Human Organization. McGraw-Hill, 1967.

11. Morehead G., Griffin RW Organizational Behavior. Houghton Mifflin Company, 1992.

12. RobeyD. Designing Organizations. IRWIN, 1986.

13. Sathe V. Culture and Related Corporate Realities. Richard D. Irvin, Inc., 1985.

14. Schawrtz H., Davis S. Matching Corporate Culture and Business Strategy // Organizational Dynamics. Summer 1981.

15. The Russian Management Revolution / Ed. By Sheila M. Puffer. ME Sharpe, 1992.