home > power plants

Diagnostics org. culture

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Posted on http://www.allbest.ru/

INTRODUCTION

DIAGNOSTICS METHODS OF ORGANIZATIONAL CULTURE

3. Opportunities and limitations of various ways of analyzing organizational culture

4. A multi-level method for studying organizational cultures

CONCLUSION

culture organizational value competing

INTRODUCTION

All existing organizations differ from each other in that each has its own history, philosophy, organizational structure, types of communications, systems and procedures for setting and solving problems, certain rituals, traditions and myths. Therefore, the organizational culture of each organization has its own, special, and it manifests itself in the relations between people in the organization. Most organizational researchers are aware of the impact of culture on performance and enterprise performance. In addition, organizational culture has an impact on individuals, their moral character, dedication, physical health and emotional state.

The problem of diagnosing and studying organizational culture is currently quite relevant, because. there is a need to improve various aspects of the functioning of the workforce, optimize the labor process and minimize various losses.

The main goal of diagnosing organizational culture is to create tools and a framework for making managerial decisions in the field of current business tasks, in the field of strategic tasks, as well as for predicting the company's potential in a situation of change. Diagnostics of corporate culture assesses the overall organization of business processes and the effectiveness of the interaction of employees in them. Culture diagnostics is also necessary before planning changes in the culture itself.

A step-by-step plan for diagnosing organizational culture includes the following steps:

1. Determining the subject of diagnostics: setting the managerial task and determining the goals of the study.

2. Determination of the object of diagnosis: the choice of the studied aspects of organizational culture.

3. Choice of measurement strategy. Development of methodological and practical tools.

4. Taking a measurement.

5. Analysis of the obtained characteristics of organizational culture, determination of its type (if provided by the methodology).

6. Base for forecasting and making managerial decisions. Development of a set of measures (specific recommendations). Forecasting possible problems in the field of personnel management and in general in the work of the enterprise.

Traditionally, there are three main strategies for studying organizational culture, each of which includes its own methods of research and analysis:

· The holistic strategy involves a deep immersion of the researcher in the culture and acting in it as a deeply involved observer, consultant or even a member of the team. These are the so-called field methods of studying the situation by actually immersing yourself in it. The main goal of the researcher is to become "their own person", and then use the entire arsenal of means of observation and obtaining information.

· Metaphorical (linguistic) strategy consists in studying samples of existing regulatory and methodological documents; documents regulating the system of relations and information exchange between various parts of the organization; reporting, as well as the peculiarities of the language of these documents, tales and legends, stories and myths, anecdotes and jokes, communication stereotypes, slang, hymns and mottos of the company.

· Quantitative strategy involves the use of surveys, questionnaires, interviews, focus groups and other similar methods, borrowed mainly from sociology, as well as methods of model analysis. The advantages of questionnaires are that they allow you to cover all layers of the organization in a short time and get an objective picture of people's values ​​and attitudes. As part of the quantitative strategy for diagnosing culture, one of the most popular diagnostic methods is the method of K. Cameron and R. Quinn.

At the moment, psychologists and sociologists have developed a fairly large number of methods for diagnosing and studying organizational culture, which have their own advantages and disadvantages. Consider the main diagnostic methods.

DIAGNOSTICS METHODS OF ORGANIZATIONAL CULTURE

1. Methodology of K. Cameron, R. Quinn based on the concept of a framework structure of competing values

The Organizational Culture Assessment Instrument (OCAI) is based on a theoretical model of the Competing Values ​​Framework. The tool is designed to evaluate the effectiveness of organizational culture and determine those aspects of it that it is desirable for the company to change, and also considers those aspects that determine the foundation of the organization's culture.

There are three stages in the diagnosis of organizational culture when using the OCAI tool:

1. Work with the questionnaire.

Employees are offered a questionnaire containing six questions with four alternative answers. It is necessary to distribute the points of the 100-point assessment among these four alternatives. The sum must necessarily equal 100. Due to the fact that the authors proposed their concept not only for diagnosing, but also for determining ways to change the corporate culture, they recommended assigning points to assess the organization not only in the current time (column “now”), but and to assess the future desired state of the organization (column “preferred”). After completing the questionnaire, the scores of all answers A in the “now” column are summed up, the resulting sum is divided by 6 and the average score for alternative A is obtained. The same calculations are repeated for alternatives B, C, D. The column “preferably” should be processed in the same way.

2. Profile drawing.

To build a profile, you should:

• plot the average scores for each alternative in the form of a diagram, which was given the name “organizational profile”;

connect the points marked in each quadrant of the shape so that a quadrangle is obtained;

Do the same for each question separately.

As a result, we get 7 diagrams - “organizational profiles”. On them, using the same method, we apply estimates from the “preferably” column, only with a dotted line (to identify differences between the desired and actual state of the organization).

3. Interpretation of culture profiles.

Having a profile picture of the overall culture of an organization, as well as profiles of each of the six attributes, can be interpreted from different perspectives.

Cameron and Quinn suggest looking at six standard cuts in an organization:

by today's dominant type of organizational culture;

by the difference between the current and preferred future culture;

by the strength of the dominant type of culture;

· according to the consistency of profiles of different attributes of culture and different individual assessments of these attributes by members of the organization;

Based on the results of comparing the culture profile of the organization with the average culture profiles;

· on the compatibility of the organization's trends with a number of general trends found in the process of applying the OCAI tool.

Type. The highest scoring quadrants show the types of cultures that tend to be most emphasized in the organization.

Differences. An analysis of the areas of greatest difference between organizational profiles for preferred future and current cultures provides an opportunity to chart a kind of change path map. Pay special attention to charts that show differences of more than ten points. Determine what exactly needs to be changed to reduce the ranges of differences.

Force. The strength of an organization's culture is determined by the number of score points given to a particular type of culture. The higher the score, the stronger this type and the more this particular culture dominates the organization.

Consistency. Cultural alignment refers to the equilibrium state of various aspects of an organization's culture. That is, different parts of the organization emphasize the same types of culture.

Comparison with average profiles. Comparing your organization's profile with your industry's overall profile and its average profiles for each question in the OCAI assessment tool can help you gain a more informed view of the value of culture change that could improve your organization's performance. If the cultural profile of a firm differs from the average for your industry, this may, for example, mean that your organization has some kind of unique competitive advantage, but it is also possible that there is some kind of inconsistency with the requirements of the environment of the area in which it operates. works.

During the observation process, the following trends were identified:

1. Top managers strive to have higher clan ratings. They give a higher rating to the clan component of the culture of the organization than managers at lower levels of its hierarchy.

2. Adhocracy usually gets the lowest rating. Not only is the average adhocracy score slightly lower than others, but in very few individual firms, the adhocracy culture dominates over at least one of the other three types of culture.

3. Over time, there is a tendency in companies to increasingly emphasize the attraction to the hierarchical and market types of culture. It seems that once these two lower quadrants start to dominate their culture profiles, it becomes increasingly difficult to focus on the upper two quadrants. This is very similar to falling under the influence of gravity. The lower quadrants tend to remain dominant for a particularly long time.

The main advantages of the OCAI tool are:

· Practical orientation. It covers those key cultural changes that have already been identified as being responsible for the organization's success;

· Timeliness - the process of diagnosing and building change strategies can be carried out in a reasonable amount of time;

· Breadth of involvement - any member of the organization can be involved, as the questionnaire is very simple and understandable;

· Quantifying and Qualitative Evaluation - The process relies on quantitative evaluation as well as qualitative evaluation.

· Availability to management - diagnostics can be carried out by own team.

2. Diagnostics of organizational culture according to E. Shein. Data collection methods in the study of organizational culture

According to Shane, methods of studying organizational culture differ in the level of involvement of the researcher in the organization and the level of involvement of the members of the organization in the data collection process. Shane's approach is also called ethnic research. Consider its key methods:

1. Demographic statistics. Methods: photographing the appearance, studying the available information, observing the organization, appearing incognito, attending meetings.

2. Observation. The main advice that experts give for using this method is to “observe everything and throughout the entire period of conducting organizational culture diagnostics”.

3. The study of oral folklore. Every organization has its own folklore, which is not recorded anywhere and is passed from mouth to mouth. It is in it that the main features of the current organizational culture are reflected. Values, attitudes that have a decisive influence on the behavior of employees of the organization are not transmitted by written instructions, orders or instructions.

4. Document analysis. The culture of the organization is also reflected in the documents (plans, programs, orders, orders, regulations). Analysis of the information contained in the documentation can help to identify the main ideas of management - and real, not declared - regarding the management process.

5. The study of the rules and traditions that have developed in the organization. The life of any organization is subject to some system of formal and informal rules. An example of established formal rules is the Internal Labor Regulations. Informal rules concern the sphere of communication with colleagues, subordinate-supervisor relations, clothing, professional jargon, etc.

6.Study of current management practices. An organization's established management practices are also an important source of information about the prevailing organizational culture. How authoritarian management prevails in the company, how decisions are made (by a narrow circle of people or wider participation of employees in the preparation of major decisions is allowed), the prevailing control systems, the degree of awareness of employees about the state of affairs in the organization - all these are the most important features of management practice that affect the main components organizational culture.

7. Interview. One way to start studying culture is to interview people in an organization. You can start by asking, "Can you describe the culture that has developed in your organization?"

For a more detailed acquaintance with the culture of the organization, it is also important to get answers to the following questions:

· Key strategic values: What ideas underlie the established management practices in the organization? What is the most important thing in this case? How does this manifest itself in the work of the company?

· Organizational symbols: Are there any special concepts, terms, words that are understood only by members of your organization?

· "Heroes" of the organization: What type of people are most likely to make a quick career in your organization? What distinguishes the most successful people in your organization?

· Rules and traditions: What rules and traditions do the members of the organization adhere to in their work and leisure activities? What events are celebrated in your organization?

· Organizational values: What do people welcome? What causes universal condemnation or disapproval? What changes in the organization of work, in relation to business, would the employees like to see?

8. Questionnaire survey. When studying the organizational culture of a particular company, it is important to ensure the reliability of the information received. This is facilitated by the use of a whole range of methods, where questioning the employees of the organization can play a crucial role.

The "ethnographic" approach is the main method of studying OC. The researcher, in fact, lives inside, studies organizations and, observing the daily behavior of its members and their behavior in non-standard situations, tries to determine the values ​​behind it. It seems that such an approach really makes it possible to obtain nontrivial data, but their analysis requires a lot of time and a strong theoretical base. In addition, a sufficiently large number of organizations should be monitored. The method is the simplest and "cheapest", but also the most subjective. Subjectivity is the main drawback of this method. Therefore, it cannot be used as the sole method of diagnosing corporate culture.

3. Measurements of corporate culture according to E. Shein. Clinical Study

According to E. Shane, "ethnographic research" is a long and laborious process, while there are more preferable and rational approaches: experimental approach and clinical research.

The approach that E. Schein called clinical research or "integrative clinical interview" boils down to "... a series of contacts and collaborative research performed by the researcher and interested persons who have information, are members of the organization and embody certain aspects of its culture."

The essence of Shane's approach is that, since OK is a system of collective representations, only the data obtained when working with the group can be true and reliable. He proposed to study the culture of the organization in the course of a group discussion by the carriers of the culture themselves. The composition of the group is determined by the leadership, which selects people who are credible and have a reputation for openness. The study (decoding) of culture occurs at three levels. The superficial level of organizational culture is visible to an outside observer through artifacts. Under the artifacts Shane understands the specific products of culture (oral, written, objects). At this level, things and phenomena are easy to detect, but not always possible to decipher and interpret in terms of organizational culture. The subsurface level contains norms, rules of behavior, values. At the same time, the company has norms and values ​​that can be seen. These are declared norms and values. However, in a company very often there is a "double morality", those rules that are not mentioned anywhere, but everyone knows what can and cannot be done. These are latent, i.e. hidden norms for an outside observer, which are no longer visible from the outside. Unlike cultural artifacts, values ​​are not given to the researcher directly: their discovery requires a fairly serious research work. As a method of their detection and description, Shane suggests conducting in-depth interviews with representatives of the organizational core, content analysis of internal organizational documentation, etc. However, at this level, we receive only those values ​​that are more or less recognized by the members of the organization or encouraged by its leadership.

But culture is determined not by declared values, but, as a rule, by unconscious "basic ideas" that make up the third or deepest level of organizational culture. These basic beliefs determine how group members perceive their environment, what they think, do, and feel.

The set of basic ideas according to Shane forms the so-called "cultural paradigm" of the organization. They are structured, creating a more or less complete image. This process, the assimilation and structuring of certain ideas in the mind, according to Shane, is caused by the desire of the individual to avoid uncertainty, to achieve certainty in everyday life. The “cultural (organizational) paradigm”, due to its general significance (within the framework of a given organization), helps to avoid this uncertainty and determines the attitude of the individual to the world around him, ideas about nature, man, the meaning of his activity. It is formed around five basic perceptions and is determined by the position taken by the members of the organization on the following basic assumptions:

1. Relationship to nature: how do members of the organization view the relationship of the organization to its environment - as dominant, subordinate, harmonious, or its task is to find an appropriate niche?

2. The nature of reality and truth: the linguistic and behavioral rules that determine what is real and what is not, what is "fact" and how, after all, is truth defined? Is the truth discovered? What are the basic concepts of time and space?

3. The nature of man: what does it mean to be human and what is seen as intrinsic or essential? Is a person naturally good, evil, or neutral? Is human existence perfect? These ideas are connected with the answer to the question of what a person is, how he relates to his work and his duties, what approach it is advisable to apply to him (for example, theory X or Y), what can be expected in the end by investing in staff development.

4. The nature of human activity: what does it mean for a person to do something right? Does it mean being active, passive, self-developing, fatalistic?

5. The nature of human relationships: what is considered "right" in human relationships? Is life a sphere of cooperation or competition - individual group or communal? Is the relationship based on traditional line power or charisma?

According to Shane, the advantage of the experimental approach and clinical research lies in the fairly rapid pace of the survey and the use of active data collection methods. The main assumption of E. Shane is that in both the first and second cases, it is possible to decipher significant cultural representations and deal with their interdependence only through the joint work of the participants in the organization under study and third parties. On the one hand, joint work will eliminate the errors generated by the subjectivity of the employees of the organization, and on the other hand, it will overcome the barrier that prevents them from understanding the essence of the organization.

4. A multi-level method for studying organizational culture

The greatest controversy among researchers of organizational cultures is the quantitative approach. The main question of interest to scientists is whether it is valid, or only qualitative methods for assessing organizational culture are reliable, reliable, valid and, therefore, the only ways to detect and describe culture.

According to David Matsumoto, the limitation of such methods of assessment lies in the fact that they all study culture only at the level of individual employees, without taking into account the influence of national culture and the organizational culture of structural units. According to the researcher, until recently there were no methods that would cover all three levels of organizational culture (individual, intraorganizational and interorganizational).

K. Kolvin and D. Matsumoto developed a new multilevel research method (MLRM), which made it possible to overcome the limitations of all previous studies.

Based on current research in business, management, and industrial/organizational psychology, these studies have identified the most salient characteristics of five types of organizational classifications: start-ups, bureaucracies, total quality management companies, learning organizations, and world-class organizations. They were able to identify characteristics for each type of organization and for each level of corporate culture, grouping them into five main zones: cultural factors (individual zone), human resources, performance and organizational structure (intraorganizational zone), environmental factors (interorganizational zone). Each zone consists of approximately 20 points reflecting the values, attitudes, norms and practices that correspond to it.

The advantage of a multi-level culture assessment is that it provides researchers and practitioners with a useful tool for understanding organizational culture as an organized and integrated system that includes macro- and micro-level factors. This approach makes it possible to study individuals within a larger social system, taking into account both systematic and individual differences.

CONCLUSION

The issues of managing organizational culture today are of particular relevance and importance, since it not only distinguishes one organization from another, but also determines the success of the company's functioning in the long term.

In the course of organizational diagnostics, you can get a unique opportunity to influence the future of the company.

LIST OF USED LITERATURE

1. Cameron K., Quinn R. Diagnostics and change in organizational culture / Per. from English. ed. I.V. Andreeva. - St. Petersburg: Peter, 2009. -320 p.

2. Solomanidina T. O. Organizational culture of the company. Tutorial / T. O. Solomanidina. - M.: Infra-M, 2010. - 186s

3. Trufanov A. V. Basic approaches to the diagnostics of organizational culture [Text] // Economics, management, finance: materials of the III Intern. scientific conf. (Perm, February 2014). - Perm: Mercury, 2014. - S. 153-156.

Hosted on Allbest.ru

...

Similar Documents

    Introduction to the problem of organizational culture change. Features of organizational culture. Improvement of organizational culture. Using the Framework to Diagnose and Change Organizational Culture.

    term paper, added 05/27/2007

    The concept and parameters of organizational culture. Correlation between "corporate" and "civilian" culture. Typology of organizational culture based on competing values. Types of organizational culture according to M. Burke. Strong and weak culture, their correlation.

    term paper, added 08/15/2009

    General characteristics of the organization LLC "Finance-Partner". Filling out the Cameron-Quinn Questionnaire. Determining the type of organizational culture of the company, building its graphic profile. Description of the organizational culture existing at the enterprise.

    test, added 12/02/2014

    The concept of organizational culture, values ​​and norms. Approaches to the study of organizational culture. Methods of formation of organizational culture. Formation of the ideology of organizational culture on the basis of a sectoral approach in OOO "FermaStroyKomplekt".

    thesis, added 02/05/2012

    The concept of organizational culture, its elements. Objective and subjective aspects of organizational culture. Options for interaction between management and organizational culture. Analysis of the organizational culture in OAO "Kommunenergo" and proposals for its development.

    term paper, added 11/07/2013

    Organizational culture as an important component of the management process: essence, meaning, typology. Analysis of organizational culture on the example of OAO "UNR KEU": conditions for its improvement, the use of a framework for diagnosis and change.

    term paper, added 07/27/2012

    What is an organization. Analytical approach to organizational culture. Structure and content of organizational culture. Formation of organizational culture. The impact of culture on organizational performance. Changing organizational culture.

    term paper, added 10/09/2006

    The phenomenon of organizational culture, its study in science. Approaches to the study of organizational culture. The concept of organizational culture. Components of organizational culture. Maintenance and development of organizational culture. Organizational behavior.

    abstract, added 01/18/2008

    Characteristics of the concept, study of elements, description of factors and disclosure of the essence of organizational culture. Determination of the level and analysis of the elements of organizational culture IP Reshetnikov N.F. Directions for optimizing the organizational culture of enterprises.

    thesis, added 08/29/2012

    Structure, characteristics, functions and types of organizational culture, its impact on the organization and behavior of employees. Formation, management and methods of transfer of organizational culture. Reasons for change and tools to improve the culture of the organization.

The main goal of diagnosing organizational culture is to create tools and a framework for making managerial decisions in the field of current business tasks, in the field of strategic tasks, as well as for predicting the company's potential in a situation of change. Diagnostics of corporate culture assesses the overall organization of business processes and the effectiveness of the interaction of employees in them. Cultural diagnostics is also necessary before planning changes in the culture itself.

A step-by-step plan for diagnosing organizational culture includes the following steps:

  • 1. Determining the subject of diagnostics: setting the managerial task and determining the goals of the study.
  • 2. Determination of the object of diagnosis: the choice of the studied aspects of organizational culture.
  • 3. Choice of measurement strategy. Development of methodological and practical tools.
  • 4. Taking a measurement.
  • 5. Analysis of the obtained characteristics of organizational culture, determination of its type (if provided by the methodology).
  • 6. Base for forecasting and making managerial decisions. Development of a set of measures (specific recommendations). Forecasting possible problems in the field of personnel management and in general in the work of the enterprise.

Traditionally, there are three main strategies for studying organizational culture, each of which includes its own methods of research and analysis:

  • 1. The holistic strategy involves deep immersion of the researcher in the culture and acting in it as a deeply involved observer, consultant, or even a member of the team. These are the so-called field methods of studying the situation by actually immersing yourself in it. The main goal of the researcher is to become "their own person", and then use the entire arsenal of means of observation and obtaining information. Tools for such an analysis: timekeeping, diary keeping, the method of empirical observations, stop exercises, experience of confession, etc. Modern consultants also use such forms of work as working groups consisting of consultants and employees of the company, seminars-discussions with key persons of the company.
  • 2. Metaphorical (linguistic) strategy consists in studying samples of existing regulatory and methodological documents; documents regulating the system of relations and information exchange between various parts of the organization; reporting, as well as the peculiarities of the language of these documents, tales and legends, stories and myths, anecdotes and jokes, communication stereotypes, slang, hymns and mottos of the company. For example, as one of the methods for discovering and describing values, E. Shein offers content analysis of intra-organizational documentation.
  • 3. The quantitative strategy involves the use of surveys, questionnaires, interviews, focus groups and other similar methods, borrowed mainly from sociology, as well as model analysis methods. The advantages of questionnaires are that they allow you to cover all layers of the organization in a short time and get an objective picture of people's values ​​and attitudes. In order for these methods to be truly effective, it is necessary to build questions in such a way that they reflect the basic value attitudes of employees (i.e., culture itself), and not a secondary attitude to the essence of phenomena (for example, the social climate in the team).

As part of the quantitative strategy for diagnosing culture, one of the most popular diagnostic methods is the method of K. Cameron and R. Quinn. The authors propose to use within this method “a procedure for analyzing some scenarios, in which the response of respondents reflects the extent to which the scripts written turn out to be iconic for the culture of their own organization ... Respondents may not be aware of the critical attributes of the culture until they are struck by a hint included in the questionnaire script".

So, K. Cameron and R. Quinn studied the performance indicators of large companies in two dimensions. Within the first dimension, some companies consider themselves effective if they are stable, predictable and mechanistically coherent, others - if they are prone to change, adaptive and constantly moving forward. The second dimension considers performance criteria either as internal orientation, integration and unity, or as external orientation, differentiation and rivalry. These two dimensions form four quadrants, each of which corresponds to a different type of organizational culture. This typology is of practical value, as it covers the key characteristics of crops, incl. in the field of personnel management, allows you to get their qualitative and quantitative assessments and to diagnose changes in the culture of enterprises. A tool for assessing the current culture and its preferred state is the questionnaire developed by the authors of the typology. Organizational culture profile building technique (OCAI) is quite well-known and popular among Western and domestic consultants.

So, organizational diagnostics gives an idea of ​​the strengths and weaknesses of the organization, its resources, potential opportunities, shows which elements of the management system are ignored, missed or underestimated. In addition, diagnostics of the organization is an extremely useful work for the development of managerial thinking and the improvement of the managerial skills of the company's managers themselves. This is the most valuable resource that needs constant “feeding” and continuous development.

100 r first order bonus

Choose the type of work Graduation work Term paper Abstract Master's thesis Report on practice Article Report Review Test work Monograph Problem solving Business plan Answers to questions Creative work Essay Drawing Compositions Translation Presentations Typing Other Increasing the uniqueness of the text Candidate's thesis Laboratory work Help on-line

Ask for a price

The tools for diagnosing corporate culture include document analysis, tour of the company, questionnaire survey, observation, interview, experiment.

a) document analysis

When analyzing documents, attention should be paid to the following main areas:

1. History of the development of the organization.

  • Advertising brochures containing information about the history of the company (for example, issued for the anniversary of the company).
  • The main figures that have become milestones in the development of the company (growth in the number of personnel, income, market share, investments).

2. Strategic documents of the company.

  • Formulated company policy, strategy, personnel policy.
  • Work reports.
  • Minutes of the company's management meetings.

3. Organizational structure.

  • Organizational charts.
  • Examples of job descriptions.

4. Personnel management.

  • Personnel policy.
  • Documents on personnel adaptation.
  • Staff training programs.
  • Selected indicators of personnel (average length of service at the enterprise, average age of employees, turnover rate).
  • General conditions of employment in the enterprise.

5. Planning and control systems.

  • Planning tools.
  • Annual plans and budgets.
  • Reports (for example, quarterly).

6. Internal and external communication systems.

  • Internal media, corporate publications.
  • Promotional materials.
  • Examples of announcements about vacancies.
  • The results of intra-company research (for example, socio-psychological climate).
  • Examples of employees' speeches (for example, congratulations from the president of the company on the New Year).

b) bypassing the firm

Spontaneous walking around the firm is a significant help in diagnosing corporate culture.

At the same time, it is necessary to pay attention to the following organizational cultural indicators:

1. "Appearance" of the company:

1.1. Building:

Style and form: height, architectural style, etc.;

Appearance: facade, size and condition of the sign, the presence of all letters in it, etc.;

Geographic location: city center, outskirts, etc.

1.2. Environment:

Remoteness from the main highways, the presence of signs, surrounding organizations;

Cleanliness, order around the building, etc.;

Parking: who? where? next to who? etc.

Conclusion: First impression. Company appearance:

Made an impression on me

Reminded me of another organization

Left me indifferent.

2. "Checkpoint":

2.1. Visitor space:

Furnishings: flowers, marble, paintings, photographs, advertisements, etc.;

Expectation atmosphere.

2.2. The ritual of receiving visitors in the company:

First person you contacted: who? what are you wearing? Why exactly him? etc.;

The amount of time you spent at the checkpoint (who picked you up from there?);

Tone, tact of employees who answered calls with you;

The willingness of the "greeting" staff to help you, etc.

Conclusion: Second impression. "Checkpoint":

Made an impression on me;

Left me indifferent.

3. Bypass firm:

3.1. Escort:

Behavior of the escort: talking about the traditions of the company, pride in the organization, facial expressions, depth in explaining specific problems of the organization, corporate jargon, representation of departments, etc.;

Introduction of employees: name, surname, greeting, negotiating "on the go", jokes, etc.;

Attitude towards you: fear, respect, kindness, etc.

3.2. Tour order:

The objects shown to you, the order in which they are presented, the emphasis on individual objects, etc.

3.3. Observations during the tour:

The logic of the location of the offices;

Atmosphere at the enterprise: humor, socio-psychological climate, stress, etc.;

Behavior of employees: conversations, behavior during breaks, etc.;

Equipment of workplaces: technical means, colors, music, etc.;

Communication means;

Conclusion: Third impression. Excursion:

Made an impression on me

Left me indifferent.

c) questioning the organization's personnel

The next tool for diagnosing corporate culture is the questioning of personnel.

The main topics in this case are:

The main orientations of the company,

company strategy,

Strengths and weaknesses of the organization

collaboration,

Information / communications,

Characteristics of typical employees,

career mechanics,

Socio-psychological climate,

Management presentation,

. "passport".

Below is an excerpt from a questionnaire on the study of corporate culture. .

1. Read the following statements carefully and note how each of them fits your organization (1 - not at all, 7 - completely attuned).

We provide consumers with high quality products and services....... 7 6 5 4 3 2 1

In our organization, a lot of time is devoted to the development of employees……….. 7 6 5 4 3 2 1

Everyone knows what he is doing. All responsibilities are strictly distributed…………7 6 5 4 3 2 1

Our organization is very successful in the market………………...……. 7 6 5 4 3 2 1

All employees, if required, will stay overtime………. 7 6 5 4 3 2 1

We take customer complaints seriously…………………. 7 6 5 4 3 2 1

The main thing for us is to reduce costs…………………………...… 7 6 5 4 3 2 1

Employees are trusted in our organization…………………….. 7 6 5 4 3 2 1

Our organization is dynamically developing………………………. 7 6 5 4 3 2 1

2. List your company's three strongest strengths.

3. List the three weakest links in your company.

4. How would you rate the degree of intra-organizational collaboration? (1 - extremely low, 7 - high)

Between colleagues……………………………………………........... 7 6 5 4 3 2 1

Between a superior and a subordinate…………………………….. 7 6 5 4 3 2 1

Between employees from different departments…………...……. 7 6 5 4 3 2 1

Between the divisions ……………………………………… ... ... 7 6 5 4 3 2 1

5. How do you find out about important changes (decisions) in the organization (multiple answers possible)?

1) from a personal conversation with the manager;

2) from a memo from the head;

3) in the process of personal communication with colleagues;

4) at organizational meetings;

5) through corporate publications;

6) from rumors;

7) from newspapers;

8) from other sources;

9) I don't know anything at all.

6. How timely do you receive this information?

1) in a timely manner;

2) too late.

7. List the 5 most distinctive features of a typical worker in your organization.

8. What does your immediate supervisor usually look like? (1 - does not fully comply, 7 - fully corresponds)

He notes my diligence……………………………………………. 7 6 5 4 3 2 1

He gives clear directions…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….

He evaluates me objectively………………………...…………… 7 6 5 4 3 2 1

He takes care of our personal contacts………………….………. 7 6 5 4 3 2 1

9. What do you expect from your organization in the future? (1 - not at all important, 7 - very important)

Good social support………………………………… 7 6 5 4 3 2 1

Guaranteed job retention………………………….… 7 6 5 4 3 2 1

Good relations with colleagues……………………………….... 7 6 5 4 3 2 1

Good teamwork………………………………...……... 7 6 5 4 3 2 1

10. What do you like most about your firm?

11. What do you dislike most about your firm?

d) Observation of meetings, including clinical interviews

The questionnaires used for diagnosing the company's corporate culture and processing the survey results help the company's management answer the following questions:

  • do we know what we are doing;
  • how coordinated are our actions;
  • do we have organizational flexibility;
  • To what extent are employees involved in the development of the company?

In addition, the results of the survey allow you to build the corporate culture that corresponds to the strategic goals and the company needs to achieve them, and help to identify "levers of change", plan for culture changes, implement and track them.

The next important tool for diagnosing corporate culture is participant observation, in particular meeting observation. In this case, it is desirable to concentrate on the following three main points: the content of the conversation, rituals and symbolic management, and the actions of the participants.

As part of the actions of the participants, it is necessary to pay attention to who registers the participants, who talks to whom, who interrupts whom, who is silent, who is sarcastic, etc. .

When analyzing rituals and symbolic actions, the following is usually noted: the position of the participants (who and where sits in relation to the leader), the order of the meeting (introduction, announcement of the rules and content of the meeting), the facial expressions of the participants, the atmosphere of the meeting, the presence of conflict behavior, criticism, trust / distrust between participants, role behavior.

An interesting tool for diagnosing corporate culture is a clinical interview. This term, introduced by E. Shane, refers to the active observation of meetings. Moreover, the activity lies in the fact that during the discussion of any problem, the observer can ask questions and offer solutions - “intervene”. At the same time, the very reaction of the organization to these interventions is interesting.

e) other diagnostic tools

Interview

A significant contribution to the knowledge of corporate culture is made by such a method of obtaining information as an interview.

When determining the circle of people with whom you will talk, you should pay attention to the following categories of workers:

Persons who hold key positions in the organization;

Typical "expressors" of public opinion;

President of the sports club;

Secretaries;

The "oldest" / "youngest" employees of the organization;

Director's Secretary;

commandant;

Internal controller;

The person who does the most unpleasant job in the organization.

The number of workers to be interviewed is approximately 25 out of 500 workers.

Interview questions can be about a variety of topics. For example, questions about the employee himself (what does he work for? for how long? etc.), questions about corporate culture (what is it like?), provocative questions (why do you work here? etc.).

In addition to the listed basic methods for diagnosing corporate culture, some additional possibilities for obtaining this kind of information can be noted:

Survey of customers and suppliers;

Photo of the working day of leaders;

Participation in the meeting of the labor collective;

Group interview;

All of these methods should give the most complete picture of the existing culture in the organization. .

ES-Park LLC is one of the landscape small business organizations in Novosibirsk. The main activities of the organization are the cultivation of planting material, the sale of ornamental and fruit plants, the design project of the site, a range of services for the implementation of the design project. The organization works with both legal entities and individuals. The number of employees is in the range of 25-30 people.
Diagnostics was carried out according to the method of K. Cameron and R. Quinn, improved by A. Balashov and A. Nepomnyashchiy. According to the questionnaire, 10 employees of this organization were interviewed. Each interviewed employee of ES-Park LLC had to distribute 100% between two competing statements characterizing one or another type of culture.
In the first section of the questionnaire, respondents assessed the most important (key) characteristics of organizational culture: "flexibility-stability", "internal orientation - external orientation".
For example, according to the characteristic of organizational culture "flexibility - stability", respondents distributed 100% between two statements as follows (Table 9.1).
The average score for the answers of 10 respondents is defined as the arithmetic mean of ten numbers. According to the first statement, it was 59.5%, and according to the second statement - 40.5%.
According to the second most important characteristic of organizational culture “internal orientation - external orientation”, the distribution of 100% between two competing statements is presented in Table. 9.2.


Table 9.2 shows that the average score for the answers of 10 respondents for the first statement was 30%, and for the second - 70%.
Statements in the second section of the questionnaire, which reflect additional characteristics of organizational culture, are arranged in pairs so that they are alternative (competing) in the areas of "clan culture - market culture" and "adhocracy culture - bureaucratic culture". The preference weights for the two competing claims must also add up to 100%.
Respondents' responses to these characteristics were processed in a similar manner. For example, according to the characteristic of organizational culture "the connecting essence of the organization", the following 100% distributions were obtained between two pairs of competing statements (Table 9.3).
The first pair of statements are competing aspects of the clan and market type of culture. The second pair of statements are competing aspects of adhocracy and bureaucracy. The average score for the answers of 10 respondents for the first statement of the first pair was 44.5%, for the second - 55.5%. In the second pair of statements, the estimates were 71% and 29%, respectively.
Similarly, the results of a survey of respondents on the characteristics of culture are summarized: "strategic goals", "general leadership style", "managers' style in managing employees" and "success criteria".
The average estimates of respondents on the characteristics of culture, obtained from the results of a survey of employees from Table. 9.1-9.3 and tables compiled based on the results of a survey on other characteristics are transferred to Table. 9.4.
For a more visual representation and description of the results obtained, contained in Table. 9.4, a graphical profile of the organizational culture of ES-Park LLC was built (Fig. 9.1).
Figure 9.1 shows that most of the profile is located in the area of ​​market culture, the smallest - in the area of ​​the clan. Estimates of organizational culture, indicating a market type, range from 40.5% for the "flexibility - stability" characteristic, to 70% for the "internal orientation - external orientation" characteristic.
Consequently, the market type of organizational culture dominates in ES-Park LLC. Elements of bureaucratic culture are also widely represented in it.
Respondents' high assessment of the key characteristic "external orientation" (70%) indicates that the organization does not focus on solving internal problems, but pays more attention to its customers in its activities.
In the culture of this organization, such characteristics as “the style of managers in managing employees” (56%), “criteria of success” (58%) were positively assessed. This means that the organization highly values ​​the pursuit of competitiveness, and success is determined on the basis of staying ahead of competitors.

Table 9.4
Respondents' assessment of the characteristics of the organizational culture of OOO ES-Park, %


Rice. 9.1. Organizational culture profile of ES-Park LLC
In the organizational culture of ES-Park LLC, the respondents highly rated some of the characteristics inherent in other types of culture. For example, to the question: “What binds together an organization?” the majority of respondents preferred the statement: “commitment to innovation and improvement, orientation to rapid growth”. This statement refers to the adho-cratic type of culture.
The culture characteristic “internal orientation” received the lowest score (30%). But this should be assessed on the positive side, since the organization is not limited to solving internal problems, but is more focused on studying and meeting customer demand.
In general, it can be argued that the culture of ES-Park LLC basically corresponds to the goals and strategy of the organization.

Differences between representatives of the two main approaches to the study of organizational culture manifested themselves, among other things, in the issue of methodological support for diagnosing and maintaining the culture of the organization.

Yes, representatives phenomenological approach (A. Pettigrew, M. Louis, S. Robbins) offer the so-called "ethnographic" approach, close to the method of participant observation, as the main method for studying organizational culture.

This method is based on the idea of ​​observability and representability of the organization, as well as the dependence of the behavior of its members on some relatively constant logic. The approach is characterized by the consideration of behavioral acts as primary in relation to their comprehension, i.e., adherents of this approach are primarily interested in the facts of observed behavior in order to detect specific and typical features of the studied organizational cultures.

In methodological terms, the ethnographic approach requires the researcher to have a long and rigorous observations. The researcher, in fact, lives inside the organization under study and, observing the daily behavior of its members and their behavior in non-standard situations, tries to determine the values ​​behind it. Compliance with this requirement is capable, according to representatives of the phenomenological approach, to help the researcher to feel the reality of the organization as a living phenomenon.

Representatives rationalistic directions (E. Shein, I. Ansoff, T. Peters, R. Waterman) single out the approach of "organizational development" as the main one, which focuses on the processes of changing the state of organizational culture. Thus, the object of research is not so much the identification of culture traits as its possible development, carried out already at the diagnostic phase or after it.

It is within the framework of this approach that the question of changing, developing and shaping organizational culture is raised, which is its main difference from the ethnographic approach, which reveals the logic of the enterprise's functioning and helps in solving various management problems based on the existing understanding of the specificity of the organization.

The basic principles of the direction of "organizational development" were developed by E. Shein. For him, the difference between the ethnographic and the approaches he advocates takes the form of the difference between the ethnographic and clinical approaches. In the first case, the researcher collects specific data to understand culture in order to satisfy his own scientific interests, he perceives this phenomenon through the prism of theories and models of interpretation. The clinical approach is found precisely in interaction with the client. It is the client who seeks help from experts, and the models and principles in the hands of consultants serve to help a particular organization or a particular person.

According to E. Shein, organizational culture can manifest itself at several levels. The first one, the most accessible to the researcher, is made up of visible cultural artifacts, which include such manifestations of it as the applied technology and architecture, the use of space and time, sustainable ways of behavior of members of the organization, language, slogans, etc., that is, all that that can be felt and perceived through the known five senses of a person. All these manifestations of organizational culture are easy to detect, they are more or less accessible to observations and descriptions.

It is much more difficult to answer the question why in a given organization they took this form. The answer to this question lies at the second level of analysis - the level of organizational values.

Unlike cultural artifacts, values ​​are not given to the researcher directly: their discovery requires a fairly serious research work. As a method of their detection, Shane suggests conducting in-depth interview with representatives of the organizational core, content analysis internal organizational documentation, etc.

Currently, there is a wide variety of methods for studying organizational culture, among which are the following:

* interview;

* indirect methods;

* questioning;

* study of oral folklore;

* study of documents;

* studying the rules, traditions, ceremonies and rituals that have developed in the organization;

* study of the current management practices.

The study of the works of domestic and foreign researchers of organizational culture makes it possible to single out independent groups of methods for diagnosing, maintaining and changing organizational culture.

One of the options methods of diagnostics and development of organizational culture was developed by M.N. Pavlova based on the research results of G. Hofstede, as well as the French management consultant D. Bollinger.

The main provisions of this methodology are as follows. By sign "individualism - collectivism" the degree of integration of individuals into groups is assessed. The collectivist community requires a great emotional dependence of a person on the organization and, accordingly, a great responsibility of the organization for its employees. For "collectivist" culture the following is typical:

1) employees expect the organization to deal with their personal affairs (as in a family) and protect their interests, so the life of the organization largely affects the well-being of its members;

2) interaction in the organization is based on a sense of duty
and loyalty;

3) promotion is carried out in accordance with the length of service;

4) managers adhere to traditional views on the forms of maintaining the activity of subordinates;

5) social ties within the organization are characterized by cohesion;

6) the relationship between the administration and the workers is usually based on a moral basis, on the basis of personal relationships (ie, the person himself is evaluated).

For "individualist" culture it is typical that:

1) employees do not want the organization to interfere in their personal lives, avoid guardianship on its part; they rely only on themselves, defend their interests;

2) the organization has little effect on the well-being of its employees, its functioning is carried out with the expectation of the individual initiative of each member;

3) promotion is carried out inside or outside the organization on the basis of the competence and "market value" of the individual;

4) the management is aware of the latest ideas and methods, tries to put them into practice, stimulates the activity of subordinate employees and groups;

5) social ties within the organization are characterized by a certain distance;

6) relations between the administration and employees are usually based on taking into account the personal contribution of the employee (that is, the activity of the individual is evaluated).

Therefore, if the collectivist culture of the organization assumes decision-making on the basis of personal relationships, then the individualist culture places the main emphasis on the formal-business principle.

By sign "power distance" the level of democratization (authoritarianization) of the management style is characterized. The concepts of low or high Power Distance indices are introduced, which characterize deep differences in the structure of the organization's management, in the system of distribution of roles, etc. Each organization has its own degree of socially approved inequality of the status of employees (Table 8).

Table 8

Characteristics of organizations according to the principle of "power distance"

Analyzing the contents of the table. 8. it can be concluded that a high power distance index means recognition that the hierarchy is a natural inequality, orders are not discussed, force prevails over law, top management is not available, employees are afraid to express their opinion, disagree, do not trust each other too much.

A low index, in turn, means that the organization has a fairly clear inequality of roles, and hierarchical management is guided by a management style that is convenient for employees, law takes precedence in relation to strength, top managers are available, redistribution of power is enough to change the existing hierarchy; between managers and subordinates there is a hidden harmony, and between ordinary employees there is solidarity.

As noted, an important feature of organizational culture is uncertainty avoidance. The studies of G. Hofstede and D. Bollinge show that, as a rule, in an organization with a high index of desire to avoid uncertainty, managers are more concerned with private issues and details, they are task-oriented and more or less constant in their management style, not like to make risky decisions and take responsibility; low staff turnover is seen as normal and positive. In organizations with a low value of this index, leaders prefer to deal with strategic issues, they are people-oriented and adhere to a flexible management style, ready to make risky decisions and take full responsibility for themselves; high staff turnover is seen as normal and positive. Characteristics of various values ​​of the index "the desire to avoid uncertainty" are given in Table. nine

We also recommend

Loading...Loading...