Classification and diagnostic methods of organizational culture. Diagnostics org

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.

Various methods, algorithms and technologies are used to assess organizational culture.

The most common ones are:

Interviewing;

Questioning;

Analysis of documentation and processes;

Analytical sessions;

Supervision of the organizational process;

Determining the type of culture according to Handy, Senga, Sonnenfeld;

Determination of the stage of the life cycle according to Adizes, Kribbin, Greiner;

OCAI Diagnosis (C.S. Cameron, R.E. Quinn) .

Interview, questionnaire allows the staff of the organization to openly or anonymously express their attitude to the most relevant issues for management.

Study of established management practices allows you to understand the management practices in the organization, determine what type of management (authoritarian or democratic) prevails in the organization, who participates in decision-making, what is the degree of awareness of employees about the state of affairs in the organization, etc.

Studying existing rules and traditions in the organization should be aimed at determining what impact they have on the work behavior of employees and to what extent they support the organizational development strategy developed by management.

Studying documents allows you to determine whether there are discrepancies between the declared principles of doing business and the actual management process, what values are reflected in the documents, what social policy is expressed in, etc.

Determination of the type of culture according to Handy, Senge, Sonnenfeld. The essence of the model is that for its survival and prosperity, any organization must be able to adapt to constantly changing environmental conditions, achieve its goals, integrate its parts into a single whole, and, finally, be recognized by people and other organizations. It is necessary to develop the language and conceptual concepts of the group. If the members of the group cannot communicate and understand each other, its creation becomes impossible by definition.

Determination of the stage of the life cycle according to Adizes, Kribbin, Greiner. According to this model, a number of regular sequential stages can be distinguished in the life of an organization.

Stages of life

Nursing. This first (if not zero) stage boils down to the fact that the founder of the company gathers around him people who gradually delve into his idea, accept it and agree publicly (or behind the scenes) to take a risk and try to bring it to life.

Infancy. At this stage, the company does not yet have a clear structure and a system of distribution of powers and responsibilities, but during this period the process of organization begins, the transition from pure ideas to practical actions. Much attention is paid to the results of production and meeting the needs of end users.

Childhood("come on, come on"). The company begins to work more productively, overcoming the first obstacles, including the main one - lack of liquidity. The event in her life is that the founder realizes the impossibility of running a growing business on his own.

Rise. At the heyday stage, the organization has a relatively clear structure, prescribed functions, reward and punishment systems.

Stabilization. This is the first stage of the aging of the organization, when the company gradually moves away from the policy of rapid development, capturing new markets and expanding the presence of non-existing ones.

Aristocracy. The company owns significant financial resources, which are spent on strengthening the existing control system and arranging its own activities.

early bureaucracy. The organization gradually plunges into a series of complex and sometimes insoluble structural conflicts, which it tries to solve by firing people, but not changing the structure. Gradually, internal red tape is increasingly moving the company away from meeting the needs of the end consumer.

late bureaucracy. The company is completely focused on itself, on internal unsolvable problems, trying to comply with all procedures, processes and regulations in the hope that this will help in solving them.

Death. The death of a customer-centric organization occurs as soon as customers stop using the company's services en masse.

In practice, the Adizes theory gives very tangible results: firstly, it allows you to predict the development of events and the occurrence of critical situations; secondly, this model describes in some detail what is happening inside the organization, thereby revealing regular, natural phenomena and deviations, pathologies.

Cameron-Quinn frame construction method. K.S. Cameron, R.E. Quinn, in addition to the original typology, proposed an open standard questionnaire (OCAI, Organizational Culture Assessment Instrument). The ubiquity of OCAI was also inspired by the idea of using this tool to diagnose not only the current, but the preferred (future) state of culture in the company. The OCAI assessment tool is based on a theoretical model called the Competing Values Framework. According to this model, there are two main value dimensions in which corporate culture can be defined. The first dimension is "Internal focus and integration - External focus and differentiation". The second dimension is "Flexibility and discreteness - Stability and control".

Many domestic and foreign researchers of organizational culture agree that the most versatile assessment of the level of a company's corporate culture can be obtained using the Cameron-Quinn frame construction method.

Thus, the maximum objectivity of data in assessing the organizational culture of a company is achieved by applying several assessment methods at once, for example, interviewing personnel and questioning using the Cameron-Queen method, followed by comparison and addition of data. A high level of innovation culture in an organization must be constantly taken care of. To do this, the company's management must regularly - at least twice a year, through questionnaires, assess the organizational culture, communicate regularly with the organization's team, understand its problems and interests. Only then will mutual understanding be reached and management be able to avoid "surprises" in the form of an unexpected counterculture or a fall in labor discipline. If an organization has a clearly articulated innovation strategy and adheres to it rigorously, all staff need to work tirelessly to maintain existing successes and achieve their goals, and this is only possible with a strong organizational culture.

Posted On 06/17/2018

Various methods, algorithms and technologies are used to assess organizational culture.

The most common ones are:

Interviewing;

Questioning;

Analysis of documentation and processes;

Analytical sessions;

Supervision of the organizational process;

Determining the type of culture according to Handy, Senga, Sonnenfeld;

Determination of the stage of the life cycle according to Adizes, Kribbin, Greiner;

OCAI Diagnosis (C.S. Cameron, R.E. Quinn) .

Interview, questionnaire allows the staff of the organization to openly or anonymously express their attitude to the most relevant issues for management.

Stages of life

Rise. At the heyday stage, the organization has a relatively clear structure, prescribed functions, reward and punishment systems.

Aristocracy. The company owns significant financial resources, which are spent on strengthening the existing control system and arranging its own activities.

Death. The death of a customer-centric organization occurs as soon as customers stop using the company's services en masse.

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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 personality itself 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) 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 accounting for the personal contribution of the employee (i.e.

assesses the activity of the individual).

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.

Nothing is clear?

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 tendency to avoid uncertainty. Research G.

Hofstede and D. Bollinge show that, as a rule, in an organization with a high uncertainty avoidance index, managers are more concerned with private issues and details, they are task-oriented and more or less constant in their management style, they do not like to take risks 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. 9

Table 9

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Diagnostics of the effectiveness of organizational cultures

Organizational culture can be studied in very specific ways. There are even formulas by which the indexes of the description of various elements of culture in the organization are determined. In particular, with the help of such coefficients it is possible to determine the parameters "power distance" and "tendency to avoid uncertainty" (Hofstede's typology).

Diagnostics of organizational culture

Power distance parameter

II. The definition of "power distance" is based on
respondents' answers to the following questions:

III. 1) How often do you express disagreement with an opinion
leader? "often", "rarely".

IV. 2) What type of leader do you prefer to work with?
"Autocratic", "Democratic".

The power distance index is calculated by the formula: IDV = 135-25a + b-c

a - the average value of the answers to the question about the frequency of disagreement with the leader (question 1 - "often"),

c - the average value of the answers to the question who chose the autocratic style as the real type of leader,

c is the average of the responses of those who indicated consultative style as their preferred style.

Theoretically, the scale of dispersion of the values of the "power distance" index is from -90 to +210. -90 - means that no one is afraid to object to the leader, everyone wants to work with a leader of a democratic type, there are no leaders of an authoritarian type. +210 - means that everyone is afraid to object to the leader. No one wants to work with a consultative type of leader. A low index indicates that:

1) in the organization, the inequality of roles is quite clearly indicated;

2) subordinates consider their top management as the same people as they are;

3) top managers are available;

4) in the organization law takes precedence over force;

5) all people have an equal right;

6) the best way to change the existing system is the redistribution of power;

A high index means recognition that:

1) inequality is normal in this world, where everyone has the right to the place of those who are above, and those who are below defend this order;

2) the hierarchical structure is a natural inequality;

3) only some people are completely free, most depend on other people;

4) subordinates view their leaders as "other" people;

5) top management is not available;

6) orders are not discussed: force precedes law.

The consequence of differences in the "power distance" index are profound differences in the structure of the organization's management, in the distribution of roles, remuneration, etc., presented in the table.

The second important parameter, showing the state of the organization and the nature of its organizational culture, is a tendency to avoid uncertainty. Based on this trend, it is possible to fix the degree of comfort of people's behavior in a new situation that differs from everyday life.

The “uncertainty avoidance” parameter is determined by the results of respondents' answers to three questions:

1) recognition of the need and interest in regulating behavior with the help of rules is clarified on the basis of answers to the question: "Do you agree with the opinion that norms and instructions should not be violated even in cases where the employee believes that this is in the interests of the organization?" "Not really".

2) the preferred stability of occupations makes it possible to clarify the answer to the question: "How much longer do you want to work at your enterprise?" "Long", "Not long".

3) the state of everyday stress being experienced is being clarified

by answering the question: "How often do you feel nervous at work?"

"Often", "Infrequently".

The answers to these questions make it possible to calculate the Uncertainty Avoidance Index (ISIN).

ISIN \u003d 300 - 30 a - b - 40 s

a - the average value of the answers to the question about the possibility of violating instructions (question 1 - "yes"),

c - the average value of the answers to the question about the desired duration of work at the enterprise (question 2 - "long"),

c - the average value of the answers to the question about the presence of stress (question 3 - "often").

Theoretically, the ISIN value spread index is in the range from -150 to +230, but in reality, intervals from -8 to +112 work. -150 means: 1) everyone thinks that the rules can be broken; 2) no one wants to stay in this place; 3) no one is nervous at work. +230 means: 1) everyone thinks that the rules should not be broken; 2) everyone wants to work in this place indefinitely; 3) everyone is nervous at work. The various indicators of the Uncertainty Avoidance Index have the following characteristics: Low values of the index suggest that: 1) the staff is characterized by a greater willingness to live in the present; 2) workers prefer small organizations; 3) a small average age for mid-level workers; 4) differences in the criteria for the selection of managers and ordinary employees; 5) sustainable motivation to achieve goals; 6) hope for success; 7) greater willingness to take risks; 8) preference for a managerial career over a career as a specialist 10) when achieving pragmatic goals, it is possible to disregard the hierarchical structure of the organization; 11) conflict in the organization is considered as a natural state; 12) rivalry and competition between employees is a normal productive phenomenon; 13) great intolerance towards others; 14) greater readiness to reach a compromise with opponents; 15) greater tolerance for uncertainty in their work.

A high index value is associated with the following features:

1) workers have great anxiety for the future;

2) greater resistance to change;

3) the desire to stay in one workplace as long as possible;

4) employees give preference to large organizations;

5) the average age of high-ranking managers has increased;

6) low motivation to achieve goals;

7) fear of failure;

8) weak willingness to take risks;

9) preference for a career as a specialist over a career as a manager;

10) the leader must be an expert in the field of management;

11) the rules of hierarchical structures must be unchanged and strictly observed;

12) conflicts in the organization are undesirable;

13) competition and competition between employees is not welcome;

14) less readiness to reach a compromise with others;

15) unpreparedness for a certain job.

Third indicator- "individualism-collectivism" - evaluates the degree of integration of individuals into groups.

The level of "individualism-collectivism" is determined on the basis of answers to the following questions:

1) How important is it to have enough time for personal and family life?

"Very important", "Not very important".

2) What importance do you attach to acceptable working conditions? "Big", "Small".

3) How important is it for you to work with people who interact well with each other? "Very important", "Not very important".

4) How important is it to you to live in an area that is acceptable to you personally and your family? "Very important", "Not very important".

Question 1: the options "very important" predominate - an individualistic type of culture; dominated by "not very important" - the collectivist type of culture.

Question 2: the predominance of answer options "large" - collectivist type of culture; the predominance of answers "small" - an individualistic type of culture.

Question 3: the options "very important" predominate - the collectivist type of culture; dominated by "not very important" - an individualistic type of culture.

Question 4: the options "very important" predominate - an individualistic type of culture; dominated by "not very important" - the collectivist type of culture.

The "individualist" culture of the organization is characterized by the following features:

1) employees do not want the organization to interfere in their personal lives;

2) the enterprise has little effect on the well-being of its employees;

3) employees believe that they can only rely on themselves;

4) the functioning of the organization is carried out with the expectation of the individual initiative of each;

5) promotion is carried out within the organization or in external forms;

6) promotion is carried out on the basis of the competence and market "value" of the individual;

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

8) social ties within the organization are characterized by accepted relationships and are sufficiently remote.

Collectivist culture is characterized by:

1) employees expect the firm to take care of their personal affairs;

2) the organization is more able to influence the well-being of employees;

3) employees expect the enterprise to protect their interests;

4) interactions in the enterprise are based on a sense of duty;

5) promotion is carried out exclusively within the organization;

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

7) managers adhere to traditional views on the forms of maintaining the activity of subordinate employees or groups;

8) social ties within the organization are characterized by cohesion, close group contacts.

Fourth parameter- "masculinity-femininity" - reflects the motivational orientation of the staff to achieve a goal or complete a task.

The masculinity-femininity parameter is determined based on the answers to the following questions:

1) How important is it to you to work with people who interact well with each other?

"Very significant", "Not very significant".

2) How important is it for you to have good promotion opportunities? "Very important", "Not very important".

3) How important is it for you to keep abreast of the achievements of scientific and technological progress? "Very important", "Not very important".

Here you can limit yourself to the percentage of answers to the proposed questions.

Question 1: the options "very significant" predominate - the female type of culture; dominated by "not very significant" - the male type of culture.

Question 2: the predominance of the answer options "very important" - the male type of culture; the predominance of answers "not very important" - the female type of culture.

Question 3: the options "very important" predominate - the female type of culture; dominated by "not very important" - the male type of culture.

The "male culture" of organizations is characterized by the following orientations:

1) success is the only thing that matters in life;

2) we must always strive to be the best;
3) independence;

4) maximize their claims;

5) decisions are made on the basis of rational thinking (logic);

6) a man must dominate in any situation;

7) live for the sake of work;

8) respect those who have achieved success;

9) money and good material conditions are important.

The "female role" has the following orientations:

1) quality of life is an important point;

2) greeting of solidarity;

3) is aimed at providing a service;

4) decisions are made based on intuition;

5) focus on equality;

6) the difference between the sexes does not affect the occupation of positions of power;

7) work to live;

8) men and environment are important;

9) you have to sympathize with the losers.

In conclusion, it should be noted that all these four parameters of the organizational culture of enterprises are in close interaction and, based on their combination, it is possible to establish such important characteristics as: management style, the possibility of conflicts, their course and methods of resolution.

It is difficult to define what is an effective culture. However, the culture of a truly excellent company must have a number of features:

1. Culture must be valuable; it should allow the firm to do business and behave in a way that adds value to the firm in the form of high sales, low costs, and so on. Perfect financial position is an economic concept; accordingly culture, if it is to lead to a good financial position, must have positive economic consequences.

2. Culture must be rare; it must have traits and characteristics that are not in common with the cultures of most other firms.

3. Culture must be inimitable; if Company A, for example, is remarkably successful, Company B cannot hope to achieve comparable success by attempting to replicate Company A's culture exactly. Company B will always take a backseat to such efforts.

Determining the type of organizational culture, it is possible to single out only some of the key aspects of culture that affect efficiency; note some mistakes related to the lack of management of culture and miscalculations in the program of its development; indicate possible ways to change an unfavorably established culture. It must be remembered that for each enterprise and each organization there must be a recipe for "treatment" of organizational culture,

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The indicators of QA, which are based on the well-known concept of G. Hofstede, focused on the study of the national component in QA, are integral, deeply psychological in nature.

Methods for diagnosing organizational culture

They largely reflect the ideological and national levels of OK. Hofstede conducted research in ten countries, and his results aroused great interest.

power distance. This is the degree of inequality that people consider acceptable. Relative equality is observed where this indicator is low. In Germany (35), Holland (38), USA (40). Very high rate in Russia (95), China (80).

Individualism(collectivism). A high indicator means that a person, being in conditions of free social ties in society, takes care of himself and his family, is fully responsible for his actions. Low - expect the group to protect them and be responsible for them. High score: USA (91), Holland (80). Low: Indonesia (14), China (20). In Russia, the average (50).

Masculinity(femininity). Behavior patterns. It characterizes how people relate to hard psychological traits (perseverance, self-confidence, success, competition) and soft ones (warm personal relationships, caring for the weak, solidarity, life's conveniences). High score: Japan (95), Germany (66), USA (62). Low: Holland (14), Russia (40).

The desire to avoid uncertainty. Structured situations are situations with clear rules on how to behave. Rules can be formalized, supported by tradition. High indicator: the prevailing opinion is that everything that is not ours and unusual is dangerous. People show great excitement, anxiety, feverishness at work, "urgency". Low score: everything new causes cognitive curiosity. High: Russia (90), Japan (92). Low: Hong Kong (29), US (46)

Long-term (short-term) orientation in behavior. Long-term orientation is characterized by a look into the future and is manifested in the desire for savings, savings, perseverance and perseverance in achieving goals. The short-term is characterized by a look into the past and the present, manifested through respect for traditions, heritage, through the fulfillment of social obligations. High: China (118), Japan (80). Low: Russia (10), West Africa (16).

K. and R. Quinn propose to use what they call the framework of competing values (Fig. 32).

Let's consider four profiles that describe the life cycle of the team of S. Jobs and S. Wozniak, who founded a computer company. They started out in an adhocracy (“on occasion”) culture. Young, crazy guys, as they were called, in the garage of the father of S. Jobs decided to create a computer that people would buy. So, they created the Macintosh. The success was so overwhelming and so united the people that their organization acquired all the features of a clan. Hired workers wore the company logo on their clothes, pasted it on the bumpers of cars. The incredible success of the organization, the demand for its products, the emergence of competitors around the world required the expansion of production, its differentiation, and as a result, increased control and the introduction of standard procedures.

Rice. 32. Diagnostics of organizational culture

Rice. 33. Profiles of organizational structures

The company, which prided itself on freedom, was faced with the need to establish hierarchical structures and implement various bureaucratic procedures. Jobs did not know how to manage the hierarchy, so he had to resort to the services of a professional administrator. This caused a crisis in the organization, as a result of which its founder left the organization. Under the leadership of a new leader, the company matured and changed its profile once again (Figure 33).

From the point of view of specialists, today this company does not have the best prospects, since their products become obsolete quickly, innovation is required. In this case, adhocracy or clan cultures are preferred.

Brief characteristics of the cultures described above are presented below (Table 17).

Table 17

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.

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 personality itself 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) 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 (i.e., the activity of the individual is evaluated).

Table 8

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

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. 9

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.
In a similar way, 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.
A high assessment by respondents 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.

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