The organizational climate, in contrast to the organizational culture, contains less stable characteristics and criteria that determine the climate mainly come from people, from employees and depend on subjective and objective factors: mood, character, health status, satisfaction of needs, understanding and attitude to work. The climate in each department is built in its own way, and there are no such departments where there would be identical organizational climates. external factor that affect the climate are changes in the organization.
When designing an organization, the psychological climate of each department is formed through certain stages. This is especially noticeable when random people get into the department. The psychological climate of the organization is sensitive to management styles.
The organizational climate is associated with organizational culture, and under its influence, contradictions that arise both vertically and horizontally can be eliminated.
Thus, the formation of the organizational climate is influenced by both external and internal factors, and the main determinants are:
management values, the values of managers and the peculiarities of their perception by employees are important for the climate in the organization;
· economic conditions;
· organizational structure, it should be understood as a management structure, as a set of specialized, functioning units, interconnected in the process of substantiation, development, adoption and implementation of management decisions. Change organizational structure often leads to significant climate change in the organization;
the characteristics of the members of the organization;
the size of the organization; It has been established that large organizations are characterized by greater rigidity and bureaucracy than small ones. It is easier to achieve a high level of cohesion in small companies than in large ones;
job content - this should be understood as the result of information about a particular job in a particular organization. It's about that the title of the work should reflect its content and should be implemented. The applicant for this or that role must know to whom he reports. If a person does not know to whom to report and what role he performs, this indicates a weak organizational culture. For whom the employee is directly responsible, the overall purpose of the organization and the main activities. It follows from this that employees must clearly understand
The significance of the work, its order, reporting, relationship with other processes, links.
management style, which is reduced to a set of the most characteristic and sustainable methods for solving typical problems and developing managerial decisions, taking into account the peculiarities of mutual understanding of officials subordinate to this leader.
^ Organizational climate.
Organizational climate is a special integrating property of an organization that determines the degree of attractiveness of staying in an organization for employees, the emotional component of organizational culture.
The organizational climate includes the following aspects:
- The attitude of employees towards each other;
- Attitude towards work (satisfaction, interest, etc.)
- Attitude towards leadership (style, methods, requirements, mutual understanding, respect, etc.).
- Attitude towards the organization (loyalty, maintaining the image, etc.), including organizational requirements, both formal - a disciplinary climate, and informal - a moral climate.
The organizational climate is made up of social psychological climate individual groups and divisions and the emotional characteristics of the relationship of groups to each other.
The climate can be favorable and unfavorable.
Climate is often seen as an emotional component of organizational culture.
Consider the main components of the organizational climate.
The attitude of employees to each other or the psychological climate in the organization.
- Attitude towards work (satisfaction, interest, etc.).
- The attitude towards leadership depends on the style of leadership. The system of motivation used, the factors of human relations (see above).
- attitude towards the organization as a whole is loyalty. It largely depends on the characteristics of the culture of the organization.
Job satisfaction is an essential component of the organizational climate. All other components of the climate and culture of the organization depend on little.
^ Job Satisfaction - is the evaluative attitude of a person or a group of people to their own labor activity, various aspects of its nature and conditions.
A.V. Dorin emphasizes that job satisfaction is a structure of specific evaluative relationships to a variety of specific aspects of labor activity. As level types, general and particular job satisfaction is distinguished, i.e. work in general and its individual aspects. Depending on job satisfaction, the requirements and claims of employees increase or decrease, including in relation to remuneration for work (satisfaction can reduce the criticality in relation to wages).
Satisfaction with work is a universal criterion for explaining and interpreting a variety of actions of individual workers and labor groups. It determines the style, method, manner of communication between the administration and labor collective. In other words, the behavior of satisfied and dissatisfied people differs, and the management of satisfied and dissatisfied people also differs.
Modern theory suggests that group or individual new positions should be designed in such a way that for them:
- It required the involvement of various skills and abilities.
- They were a whole and complete task and in “their place”
- Give feedback so that employees can evaluate their work
- Involved employees in such a way that they could perform tasks autonomously enough and could make decisions on their own activities.
Then they will contribute to job satisfaction.
Organizational culture is part of the culture of a society. But there are different concepts of understanding organizational culture.
Culture is considered as one of the organizational subsystems, which performs the functions of adapting the organization to the environment and identifying its employees. In this sense, organizational culture is understood as a property of a group, which is a set of behaviors, symbols, rituals and myths that correspond to the shared values inherent in the enterprise, and are transmitted to each member by word of mouth as a life experience.- Culture is what the organization is. From this position, the organization is understood and analyzed as an open, self-developing system, described in terms of expressive, mental or symbolic aspects.
- Culture is considered as a set of techniques and rules for solving problems, external adaptation and internal integration, employees, rules that justified themselves in the past and confirmed their relevance. (i.e. social technology)
- As an integral system that integrates all elements of the organization, performing the role "link" for any enterprise, turning it from a set of functions and divisions into a living organism. (i.e. the soul of the organization)
- Culture - set of most important assumptions accepted by the members of the organization and expressed in the values declared by the organization, which give people guidelines for their behavior and actions. These value orientations are transmitted to individuals through the "symbolic" means of the spiritual and material intraorganizational environment. (This view is the most common)
Studies of culture have shown its multi-level and multi-aspect nature.
It is customary to distinguish 4 levels of relationship between the head of the organization and its culture:
- There is no conscious interest in culture. Leadership and culture exist on their own.
- Culture arouses the conscious interest of the manager, is perceived as an important special factor that needs to be taken into account when making decisions.
- Management diagnoses and analyzes corporate culture takes into account its features and seeks to influence it through individual activities. (For example, corporate holidays).
- Management perceives culture as an important backbone element of the organization. Links are established between the culture, structure and strategy of the organization. Work is underway on purposeful management of culture.
- is formed by the creators and owners of the enterprise (ideas and values laid down at the time of creation),
- is developed and managed by managers and enterprises (both consciously and unconsciously),
- manifested in the behavior, expectations and attitudes of people.
^ Methods for developing and maintaining organizational culture, which (according to O.S. Vikhansky and A.I. Naumov) include:
Objects and subjects of attention, evaluation, control by managers. This is one of the most powerful methods of maintaining culture in an organization, as the manager lets employees know what is important and what is expected of them through repeated actions.
^ Management response to critical situations and organizational crises. In these situations, managers and their subordinates discover organizational culture to a degree that they never imagined. The depth and scope of the crisis may require the organization to either strengthen the existing culture or introduce new values and norms that change it to some extent. For example, in the event of a sharp reduction in demand for products, the organization has alternatives: lay off some employees or reduce working time with the same number of employees. In organizations where a person is declared as the value of "number one", apparently, they will accept the second option. Such an act of management will turn over time into organizational folklore, which will undoubtedly strengthen this aspect of the culture in the company.
^ Role Modeling, Teaching and Coaching. Aspects of organizational culture are learned by subordinates through how they should perform their roles. Managers can deliberately build important "cultural" signals into training programs and daily assistance to subordinates at work. So, an educational film can focus on the cleanliness of the workplace. The manager himself can also demonstrate to subordinates, for example, a certain attitude towards customers or the ability to listen to others. By constantly focusing on these points, the manager helps to maintain certain aspects of the organizational culture.
^ Criteria for determining remuneration and status in. Culture in an organization can be shaped through a system of rewards and privileges. The latter are usually tied to certain patterns of behavior and thus set priorities for employees and indicate values that are more important for individual managers and the organization as a whole. The system of status positions in the organization works in the same direction. Thus, the distribution of privileges indicates the roles and behaviors that are more valued by the organization.
^ Criteria for recruitment, promotion and dismissal. This is one of the main ways to maintain culture in an organization. What the organization and its management proceed from, regulating the entire personnel process, becomes quickly known to the staff through the movement of employees within the organization. Personnel decision criteria can help or hinder the strengthening of the existing culture in the organization. Thus, the turnover of personnel on assembly lines inherent in conveyor production has prompted many companies to move either to a group approach to work, or to the transition to "trolley" assembly within the framework of integrated brigade.
^ Organizational symbols and rituals. Many of the beliefs and values that underlie the culture of an organization are expressed not only through legends and sagas that become part of organizational folklore, but also through various rituals, rites, traditions and ceremonies. Rituals include standard and repetitive team events held at a set time and on a special occasion to influence the behavior and understanding of employees of the organizational environment. Rituals are a system of rituals. Even certain management decisions can become organizational rituals that employees interpret as part of the organizational culture. Such rites act as organized and planned actions of great cultural significance. The observance of rituals, rituals and ceremonies strengthens the self-determination of employees and their loyalty to the organization.
Implementing change in the current culture of an organization can present a number of challenges. These difficulties are generated by resistance to cultural change. It becomes clearly noticeable when changes begin to affect the deep content of the organizational culture (basic assumptions, beliefs and values).
^ WORKING WITH CONFLICTS
Modern conflictology arose in many respects as a response to the request of practice about the need to resolve conflicts and direct them along a constructive path of development.
CONFLICT - the process of emergence, development, culmination and resolution of contradictions in the internal (psychological) or external (socio-psychological, social) reality of a person or a group of people.
^ CONFLICTS ARE DIVIDED:
by levels of manifestation on:
- internal or psychological- manifest themselves as collisions of various phenomena, processes, motives and values in the psyche of one person;
- socio-psychological- occur between individuals or small groups of people;
- social- involve a clash of interests of large groups of people, have a significant impact on the existence and development of society.
- according to the form of flow on:
- open or conscious- the existence of which is recognized and confirmed by all participants;
- hidden or latent– the existence of which is not realized and / or not recognized by the participants.
- according to the consequences for the participants on:
- constructive or contributing to the development of the parties to the conflict, their achievement of new levels of mutual understanding, the adoption of new decisions, etc. ("Truth is born in a dispute").
- destructive or unfavorable, destructive for the parties, leading to their regression and even destruction, destroying relationships, deforming the personality and destinies of people.
There are much fewer destructive conflicts, but they cause so many negative emotions that they are remembered for a long time and cause fear of conflict, “conflict phobia”.
Conflict is a complex, natural phenomenon. For its occurrence, a combination of several groups of factors and conditions is necessary.
The main factors that can lead to conflicts are:
| Factors | Content |
| Informational | Absence, distortion, excess, unwanted disclosure or concealment, misunderstanding, etc. information |
| Structural (or objective) | Facts, events, phenomena, processes that are difficult or impossible to change. |
| Valuable | Differences in belief systems, beliefs, ideals, attitudes, etc. individual person or group of people. |
| Relations | Dissatisfaction of people or groups with the relationships between them. |
| Behavioral | Specific, momentary behavior of individuals or groups. |
Conflict conditions:
presence of parties or opponents . The parties are characterized by:
- "force", which determines the ability of the opponent to influence the development of the conflict, the behavior of other parties.
- personal (or group) characteristics associated with the attitude to the conflict, readiness for constructive forms of interaction, aggressiveness, conflictological competence.
- the parties' perception of the situation as safe or threatening;
- perception of oneself as - benevolent, - aggressive and achieving one's goals, - prone to concessions, - weak or strong, - rational or emotional; - not having the right to retreat, etc.
- perception of a partner as benevolent, trustworthy, having many personality traits in common with this side or, conversely, absolutely different, etc.
- as well as the possibility of certain relations between opponents (possibility of interaction).
- presence of a pre-conflict situation , which develops if the main characteristics of the contradiction have developed, but there is still no real clash of the parties. A pre-conflict situation may exist long before a direct clash of interests. It can be “founded” during the creation of any social object or organization (parliament, production and quality control department, etc.). Whether it deploys into a conflict or not depends both on people and on a combination of circumstances.
- opposite or seeming opposite goals parties;
- behind targets usually lie deeper closed interests related to the needs, beliefs, values of opponents, which are the true cause of the conflict. Interests are often hidden or not recognized by the parties.
- possible an object or subject conflict (object, phenomenon, situation), on which the goals and interests of the parties are focused;
- relations parties to the object or subject of the conflict (accessibility of the object to the party).
- occurrence of an incident . An incident is a certain interaction between opponents, actions of opponents aimed at achieving their goals.
That. CONFLICT \u003d (OPPONENTS + PRE-CONFLUENCE SITUATION + INCIDENT) x FACTORS.
^ Functions of conflicts in the organization.
Conflicts can perform a variety of functions, both positive and negative. It is important for a manager to have a good understanding of these functions.
The table provides examples of some of the more than 50 conflict functions.
Conflict functions
| positive | Negative |
| Détente between the conflicting parties | Large emotional, material costs of participating in the conflict |
| Obtaining new information about the opponent | Dismissal of employees, reduced discipline, deterioration of the socio-psychological climate in the team |
| Rallying the team of the organization in the confrontation with an external enemy | Conception of defeated groups as enemies |
| Stimulating change and development | Excessive enthusiasm for the process of conflict interaction to the detriment of work |
| Removing the syndrome of submissiveness in subordinates | After the end of the conflict - a decrease in the degree of cooperation between part of the employees |
| Diagnosing Opponents' Opportunities | Difficult restoration of business relations ("conflict trail"). |
| Formation of a new style of behavior in difficult situations. |
^ Conflict management.
There are the following major aspects of conflict management:
Predicting conflict - this is one of the most important activities of the subject of management, it is aimed at identifying the causes of this conflict in potential development.
The main sources of predicting conflicts is the study of the conditions and factors of interaction between people, as well as their individual psychological characteristics.
A special place in predicting conflicts is occupied by a constant analysis of both general and particular causes of conflicts.
^ Conflict Prevention - this is a type of activity of the subject of management, aimed at preventing the emergence of a conflict, especially a destructive one. Conflict prevention is based on their prediction. In this case, on the basis of the information received about the causes of the ripening unwanted conflict, active work is undertaken to neutralize the action of the entire complex of factors determining it. This so-called forced form conflict prevention.
But conflicts can be prevented by carrying out in general effective management system. In this case, conflict management (including conflict prevention) is integral part overall management process in this system. The main ways of such prevention (prevention) of conflicts in organizations can be:
Constant concern for meeting the needs and requests of employees;
Selection and placement of employees, taking into account their individual psychological characteristics;
Compliance with the principle of social justice in any decisions affecting the interests of the team and the individual
Education of employees, the formation of a high psychological and pedagogical culture of communication, etc.
^ Conflict resolution - this is the type of activity of the subject of management associated with the constructive completion of the conflict. Resolution is the final step in conflict management.
^ Stimulating Conflict - this is a type of activity of the subject of management, aimed at provocation, causing a conflict. Stimulation is justified in relation to constructive conflicts. Means of stimulating conflicts can be very different: bringing up a problematic issue for discussion at a meeting, meeting, seminar, etc.; criticism of the current situation at the meeting; speaking with critical material in the media, etc. But when stimulating this or that conflict, the leader must be ready for constructive management of it. it necessary condition in conflict management, violation of it, as a rule, leads to sad consequences.
^ Conflict resolution - this is a type of activity of the subject of management, aimed at weakening and limiting the conflict, ensuring its development towards a constructive resolution, the introduction of certain rules of conduct for the parties when it is impossible to stop the conflict or the interaction of the parties.
^ Conflict Management Technologies
| Name | Main content |
| Informational | Eliminate the lack of information in the conflict; exclusion from the information field of false, distorted information; elimination of rumors, etc. |
| Communicative | Organization of communication between the subjects of conflict interaction and their supporters; security effective communication, negotiations, mediation. |
| Socio-psychological | Work with informal leaders and microgroups; reducing social tension and strengthening the socio-psychological climate in the team |
| Organizational | Solution personnel issues; use of methods of encouragement and punishment; changing the terms of interaction between employees, etc. |
| Structural | Moving to others structural units, changing responsibilities, clarifying responsibilities, redistributing functions and relationships, using power, hierarchies, etc. |
| Other | Application psychological impact, manipulation. Changes in attitudes, inclusion in general activities etc. |
Organizational conflict management methods depend on three circumstances.
- First of all, conflict is an inevitable reality, since it arises from a wide variety of previous events.
- Second, too low conflict levels can have the same effect on performance. Negative influence, as well as too high a level of conflicts.
- Thirdly, there is no single way to resolve conflicts.
If there are signs of the absence of conflicts, such as apathy or lack of creativity, it is necessary to stimulate conflicts. This can be done by creating the right conditions for conflict to arise.
On the other hand, when the level of conflict leads to disruption of the enterprise, it is necessary to apply one of the methods of conflict resolution.
To avoid getting too drawn into conflict, leaders can use three methods developed from recent research:
- set difficult but achievable goals,
- express your disagreement in a constructive and reasonable way,
- Avoid being drawn into a spiral of aggression.
Approaches to conflict resolution.
There are four main approaches to conflict resolution:
- forceful or coercive (the parties are forced to end the conflict, but at the same time they may harbor ill will, i.e., a repetition and development of the conflict is possible).
- Legislative (applying to a court or arbitration, which leads to a decision based on laws, but this decision may not satisfy the parties).
- Analytical. (A well-wisher, boss, or professional consultant can analyze the conflict and, depending on their professionalism and wisdom, propose solutions. But parties who were not involved in finding a solution may resist.)
- negotiation. Negotiation is considered the most effective and universal approach to conflict resolution, as allow the parties themselves or with the help of an intermediary to find a mutually beneficial solution.
If the parties are very emotional or for other reasons unable to agree on their own, a mediator is invited to negotiate. Exist various forms mediation. A form of mediation such as MEDIATION is becoming more and more widespread - one of the possible procedures for resolving the conflict, a special form of negotiations, including the participation of an intermediary-mediator, neutral in relation to the parties to the conflict and independent of them.
The task of this neutral third person (party) is to help conflicting on one's own find a mutually acceptable agreement on the settlement of disputed issues and reach it, i.е. the mediator does not give advice and recommendations, but does his best effective organization negotiation process.
The effectiveness of negotiations to resolve the conflict is influenced by the strategy and tactics of interaction chosen by each of the parties.
Five styles of interaction according to K. Thomas:
STRENGTH
^ *Rivalry *Collaboration
*COMPROMISE
*AVOIDANCE *ACCOMMODATION
COOPERATION
Behavior of the organization as an integral system.
It is widely believed that the developed world is now undergoing a transition from industrial society, based on steel, cars and roads, to a new, post-industrial one - built on silicon, computers and networks.
The new pace of development dictates new rules and defines new ways to achieve success. The external business environment is expanding - the globalization of the economy, the ever closer connection of processes and events taking place in various regions of the world.
The behavior of enterprises is determined, on the one hand, by the dictates of the consumer - in a society where supply exceeds demand, the main competitive fight implemented through the attraction and retention of the consumer, the client.
And on the other hand, changes in the consciousness, education, behavior of employees, who also place high demands on the organization of their activities, the possibility of self-realization in work and ensuring the satisfaction of basic needs. AT developed countries Europe, the cost of production for more than 60% consists of wages workers. And the trade union struggle and education now cover the countries of the third world.
We are talking about the following business shifts:
- from autonomous self-sufficiency to unlimited partnership;
- from hierarchical and/or centralized structures to flexible and decentralized structures;
- from patriarchal management models to delegation of authority;
- from focusing on large volumes and low cost - to focusing on quality, speed and innovation;
- from error-free work to measurable improvements;
- from closed organizational system- to an open system.
According to the concept of P. Senge, the condition for building a learning organization is the assimilation of five disciplines by its managers:
Systems thinking. All employees of the company must be clearly aware of the principles of the company, keeping in mind how the organization as a whole. So are their own tasks and goals of the departments in which they work.- General vision. The organization must determine the aspirations common to its employees, its main purpose, as well as the general. A plan of action shared by all its members.
- Ready to call mental models. It is necessary to carefully analyze the current way of thinking in order to identify the "pitfalls" that prevent the adoption of new principles of behavior. Often a person is so attached to the old paradigm that they don't even realize it.
- Team training. Employees must vigorously contribute to the success of the team, take advantage of teamwork, striving to achieve not purely personal goals, but a common general vision of work tasks.
- individual skill. Employees must have a good understanding of the work tasks, people and processes for which they are responsible; their gaining experience should be in the nature of ever closer unity with the work performed, and not separation from it.
In a learning organization, each employee strives to identify problems that contribute to understanding the special needs of customers. Employees are also busy with their decision, i.e. find only possible ways bringing together everything that contributes to customer satisfaction.
^ Organizational development and change in modern conditions.
Organization development (OD) is considered as the life path of an enterprise, by analogy with the development of a person from infancy to old age. On this path, there are a number of stages through which the system passes. Each of the stages has own goals, strategy, opportunities and problems and makes different demands on the organizational behavior of employees. The change of stages can be soft, evolutionary or hard, revolutionary. This may be the result of natural social processes In the organisation. As well as conscious managerial influences, including through organizational development as a method. The transition from stage to stage is a crisis of the organization's existence, where the risk of loss of control, the formation of a negative organizational culture, etc. is highest.
^ An approach to development as a method of change.
Organizational Development (OD) is an organizational strategy based on ideas from group dynamics and the theory and practice associated with planning for change.
Back in 1975, F. Hughes, based on the theory of Y, listed 13 assumptions that became the basis of organizational development:
- People have a need for personal growth and improvement. These needs are most likely to be met when they are supported or challenged.
- Most employees are underutilized, able to take on more responsibility for their actions and contribute more to organizational goals than is allowed by the environment in many organizations.
- Labor collectives themselves are neutral. Depending on the type, the group can bring either benefit or harm to the organization.
- Work teams can significantly increase their effectiveness in meeting individual needs and meeting the requirements of the organization by working together in a collaborative mode.
- For increase effective work The formal leader of the collective does not have to exercise leadership functions all the time and under all circumstances. Team members can operate more effectively if they help each other.
- Since the organization is a system, a change in one of the subsystems (social, technical or managerial) will affect other subsystems.
- Most people have emotions and tendencies that influence their behavior. However, the organization's routine suppresses these emotions and sympathies, which negatively affects problem solving, job satisfaction, and personal growth.
- In most organizations, the level of interpersonal support. Trust and cooperation are substantially lower than desirable and necessary.
- Although "win or lose" strategies can be applied in certain situations, in general, the "win or lose" approach reduces the effectiveness of the organization as a whole. So do individual employees.
- Many character clashes between individual workers are caused by the structure of the organization and not by the clashes.
- When human feelings are viewed as important information, open additional features to improve management, share information, set goals, collaborate between teams and get job satisfaction.
- Shifting the focus of conflict resolution from "taking directions" and "making things right" to open discussion facilitates both personal growth and the accomplishment of organizational goals.
- The organizational structure and organization of work can be changed to better meet the needs of one employee, group and enterprise as a whole.
In the future, these principles were supplemented and refined, but their essence remains unchanged to this day.
One of the definitions of organizational development: it is the process of forming a vision for the future of an organization and implementing a planned change, carried out by a group or team of employees led by a manager through changes in attitudes, behavior and performance of employees through training with the help of an organizational development consultant. (T.P. Galkina)
The goals of organizational development are to increase organizational effectiveness and individual development.
Emphasis in ways to achieve these goals can be placed on:
- organizational processes;
- organizational culture;
- organizational behavior;
- Correspondence between strategy, structure, culture and processes.
- Reply to changes external environment;
- An educational strategy for changing beliefs, attitudes, values and organizational structure.
- The role of top management in the implementation of the organizational development program, etc.
^ Introducing organizational change.
Any change in an organization is an innovation. It is accompanied by processes characteristic of all types of innovation.
Innovation is the end result of introducing an innovation in order to improve the object of management and obtain an economic, social, environmental, scientific, technical or other type of effect.
This concept is "technological" or manifests its meaning through a logical sequence determined by the chain "idea - implementation - result". So innovation is:
First, a certain set of information containing an innovative idea (innovation as a kind of information and in this sense as supposed innovation );
Secondly, a materialized innovative idea that has gone through the process of making an appropriate decision (innovation as a process of its development, implementation, or realizable innovation );
Thirdly, the result obtained, or implemented innovation.
conditions for innovation.
As practice shows, for the system of innovation management at an enterprise (in an organization), this is one of the “starting” and most important components. In the field of innovation, there is an unspoken and inexorable rule : in order to change, develop, change, improve, improve, rationalize or update something, ideas are needed. At the same time, the number of ideas also matters: one idea is good, two are better, and three are great, because options appear. The problem of the emergence of ideas and the problems of their implementation are related to the field of organizational development and are associated with specific forms organizational behavior. However, no idea will be accepted if the organization does not have a conscious need for change and development.
So way , the starting conditions for innovations are: the presence of a need and the emergence of an appropriate idea. In this case, the development of an innovative project begins. However, according to researchers, only 57% of all projects solve all technical problems and can be recommended for implementation. Only 30% of the started projects are successfully implemented and only 12% of them give the expected result.
Several problems can interfere here. The main ones are:
- Lack of resources;
- People's resistance.
The problem of resistance is one of the most important in organizational behavior. Any innovation always meets more or less resistance.
Most often, resistance to innovation, including in modern Russian organizations, occurs if the following conditions are met:
- The purpose of the change is not explained;
- Radical changes (revolutionary);
- Traditions and the usual style of the group's work are ignored;
- It seems that everything is fine anyway (non-recognition of problems);
- There seems to be a mistake in preparing the changes;
- It seems that the changes cause a sharp increase in the volume of work;
- The initiator of reforms is not respected and trusted;
- “Forcing” changes;
- Absence feedback with guidance.
Logical, rational objections related to the need for adaptation, doubts about the appropriateness of changes, assumptions about worsening conditions and economic costs, etc.- Psychological, emotional attitudes associated with fears, distrust or antipathy towards individuals, low adaptability, needs for security, maintaining status or attracting attention, etc.
- Sociological factors, group interests associated with coalitions, support for group values, etc.
It is noted that when introducing changes, resistance performs a number of positive functions:
- Checking the feasibility of the proposed changes;
- Control of compliance with the capabilities of a person, group, organization;
- Identifying specific problem areas where change is particularly difficult;
- Changing the approach to informing, explaining the need for change and methods of argumentation;
- Gives employees the opportunity to “splash out” emotions;
- Promotes a deeper understanding of the essence of the proposed changes by both parties.
He divided the three most common types of culture: market, bureaucratic, clan. Market culture is based on the dominance of value relations. The management and personnel of this type of organization are mainly focused on profitability. The bureaucratic culture is based, as a rule, on a system of power that regulates all the activities of the enterprise in the form of rules, instructions and procedures. Clan culture - an element of informal organizations, is an addition to the two above. People in such an organization are united by some system of values shared by all. 4.4. Organizational culture and organizational climate of the company Many researchers and managers pay attention to the study of organizational culture rather than organizational climate, not realizing that these two phenomena are very closely interconnected and interdependent. In a number of works they are simply identified. In another group of studies, the organizational climate is replaced by intra-organizational communication and the study of the impact of modern information technologies on it. At the same time, communication as a way of communicating and transferring information does not reveal the features of interpersonal relations in an organization, regardless of whether we are talking about classical managerial communication or communication through the use of technical means communication. "Organizational climate" and "organizational culture" are two terms that are used to describe a set of characteristics that are inherent in a particular organization and distinguish it from others. Unlike organizational culture, organizational climate includes less stable characteristics, in more subject to external and internal influences. For example, with a common organizational culture of a firm, the organizational climate in two of its departments may be different. Let's assume that this is due to the rigid, authoritarian, sometimes simply rude management style of one of the department heads, who recently joined the firm. If the culture of this firm assumes 101 the existence of relations between managers and subordinates, characterized by mutual respect, democracy, broad delegation of authority and responsibility, then over time, higher management will pay attention to the climate in this department and to the behavior of its boss, which will come into conflict with the norms established in the organization. Therefore, the causes of contradictions will be eliminated first: the head of the department will either quit himself, or will be forced to change the management style, or he will be fired, and then the climate in the department will come in line with the culture of the company. Various authors, defining the organizational climate, put into it one or another set of the most important components that correspond to the understanding of the climate in the narrow or broad sense of the word. The base is the following definition: organizational climate (socio-psychological climate, industrial climate) - a set of stable characteristics that describe a particular organization that significantly affect the behavior and emotional state of its members. A number of parameters are used to describe the organizational climate: structure (degree of formal structure); Degree of risk in decision-making; reward tactics; Opportunities for career advancement; attitude of management towards employees; attitude of employees to management; emotional atmosphere. According to I. Ansoff, the organizational climate from the standpoint of strategic management is seen as the desire of management to respond in a certain way: welcome change, control it or try to avoid it. D. Matsumoto considers the organizational climate as the perception of organizational policies, practices and procedures shared by the members of the organization, as well as how people feel about it. Thus, organizational climate is related to general perception how “things are going in general” as shared by the members of the organization, to the perception of its policies, practices and procedures. In addition, this term also reflects some of the nuances of the emotional climate, i. how 102 people usually feel in normal, day-to-day business practices. The author is convinced that climate can best be understood as such a manifestation of organizational culture, which refers to deep, poorly realized values, attitudes and meanings. The term “organizational climate” refers to the scheme of distribution and design of work, the quality of these works depending on the level of problems for the employee, the results achieved, the level of bureaucratization of the company, the connection between managers and performers in the process of performing work, and the involvement of the individual in the efforts of teams and working groups. . The organizational climate is determined by the nature of the work, how much the individual is involved in the process of its execution and design, what type of feedback takes place in the company (including the evaluation and certification system), what is the reward system. On fig. 5 shows the system of influence of the organizational climate on the work of the organization. Leadership practice (leadership style) Role of history Organizational strategy Organizational climate Structure Recognition Standards Support Responsibility Obligations Motivation of employees Individual and group results of work Pic. 5. Model of the organization's work 103 Organizational climate is a general feeling of unity and mutual understanding, created both by the physical organization of the space, which contributes to unhindered communication flows, and by the style of information perception, which affects the subsequent behavior of the employee, and by the forms of information transfer, depending on including the leadership style of the organization. An unfavorable organizational climate is often the result of a manager's social or communicative incompetence, or the result of the existence of an informal leader in a group, disorienting employees and destroying unity. Analysis of the above definitions of the organizational climate allows us to identify a number of indisputable and most frequently mentioned components: attitude, perception, atmosphere, degree of risk, role modeling, etc. The concept of organizational climate has existed for quite a long time in the field of industrial and organizational psychology. The first articles on the organizational climate and its relationship to production behavior appeared as early as 1939. This concept was defined by psychologists J. Litvin and R. Stringer, and later refined by D. McClelland and his colleagues. Organizational climate refers to six key factors that affect the working atmosphere in an organization. It is he, according to the researchers, that determines its flexibility: how free the employees feel, they can introduce something new, without unnecessary bureaucracy; responsible to the organization; the level of standards set by people; a sense of the accuracy of the feedback and the fairness of the reward for the results obtained; the clarity people have about mission and values, and finally the level of commitment to a common goal. In 1968, R. Tagiuri and D. Litvin’s book “Organizational Climate: Using the Concept” was published, and in 1990, B. Schneider’s work “Climate and Culture” was published, in which climate is defined as a feeling, determined by the physical composition of the group and the characteristic manner in which members of the organization interact with each other, customers and other third parties. The study of the organizational climate has given rise to the so-called motivational "field" theories. The meaning of these theories is that both the human psyche and social group– tense systems, fields where 104 there is an unstable balance between driving and restraining forces, and even a small environmental factor or situation can cause an avalanche reaction. In this case, the states of each part of the field depend on each other. To obtain an effective forecast, one should analyze both stimulating and constraining (such as group norms) factors. On the threshold of changes, the system is all the more in an unstable equilibrium. Large manipulations may be ineffective, while small ones based on the tension factor using channel changes (approval - disapproval, lack - presence of incentive) of information can be effective. For example, information received through communication channels about the rewards for innovative ideas, the availability of sponsors who are ready to support these ideas, and the support of innovation by the management will create an organizational and psychological field for cultivating creative ideas. innovative ideas and the successful formation of an adhocracy organizational culture – a culture of innovation and creativity. For the further development of such an organizational climate, the following measures can be proposed: 1. Support by managers for new productive ideas. At the same time, failures are not considered as a failure, which is typical for companies focused on momentary profit. On the contrary, conditions are created for the continuous generation of ideas. 2. Constant testing of the proposed ideas, experimentation. It is necessary because the creation of new types of products and services does not happen all at once, but is the result of a series of trials and errors. Therefore, it is necessary to create an atmosphere of tolerance for mistakes and failures in the organization. 3. Organizational guarantees of the possibility of free creative problem solving, not constrained by departmental barriers, i.e. initiators of innovations must be sure of the possibility to create, not looking back at the so-called areas of interest of certain departments of the organization. 4. The firm has sufficient human and monetary resources to support innovation and, last but not least, free access to these resources. 105 5. Continuous formation of small interdisciplinary working groups (or teams) that “break open” traditional, often stagnant corporate structures with their initiatives. In such groups, an informal atmosphere reigns, a relaxed atmosphere. 6. Understanding that innovation, creativity cannot be imposed by force, by order. This can only be done on a voluntary basis, for which everyone can try their hand at entrepreneurship, proposing and implementing their own original projects, which, of course, must fit into key organizational goals. 7. Fair reward for innovative efforts. 8. The presence of people (supporters, sponsors) who not only support innovators, but also flexibly approach the issues of setting new goals and guidelines. 9. Full acceptance and support by the top management of the organization of innovative activity. As you know, there are three levels of studying organizational culture: superficial, the level of proclaimed values (subsurface) and deep. Based on the definition given by D. Matsumoto, climate can be understood as a manifestation of organizational culture at a deep level. But is it really so? After all, this level of study includes basic assumptions that are difficult to understand and study, i.e. hidden and taken for granted. These include features of perception, thoughts and feelings, subconscious beliefs and ideas. At a deep level, the elements of organizational culture are fixed in the minds of employees and, consequently, its stabilization function is realized, which then contributes to cohesion. This is true for the organizational climate. It has been empirically proven that the organizational climate is more dynamic than organizational culture and can be changed in a relatively short time. Values at a deep level are not measurable. But, as the studies of the Harvard Business School, conducted by J. Litvin and R. Stringer, proved, the organizational climate and its components can be changed with a fairly high accuracy. In addition, the climate is always pronounced in the company. The above arguments allow substantiating the conclusion that the climate manifests itself and should be studied not at the deep level, but at the surface and subsurface levels. Thus, the organizational climate is easy to feel, but more difficult to analyze, since it expresses individual and group attitudes and, therefore, proclaims only those norms that have already passed the social test in the mind, and they have been decided on acceptance or rejection. Organizational climate precedes the emergence of organizational culture. At the stages of creation and initial growth of the organization, the climate is, as it were, at its core and initially is the core of stability, since not enough time has passed for the formation of an organizational culture. Primary mechanisms for the introduction of cultural foundations create an organizational climate, which eventually turns into organizational culture, becomes part of it. B. Schneider, in particular, refers to such primary mechanisms as follows: 1) what is paid attention to, what is evaluated and controlled by leaders; 2) how leaders behave in critical cases and organizational crises; 3) objective criteria for the distribution of scarce resources; 4) conscious role modeling, training and mentoring; 5) objective criteria for determining the level of remuneration and the status of an employee; 6) objective criteria for hiring, selecting, promoting, transferring and dismissing employees of the organization. The reasons for the transition of climate into organizational culture are fairly easy to explain. When creating an organization, the primary goal is survival. This is indeed the most important goal at this stage, since according to statistics, 50% of organizations cease to exist within the first 8-11 months after the start of their activities. Consequently, at the stages of creation and initial growth, the organizational climate assumes dosed controlled changes, and therefore rejects strategic planning. The most important properties here are dynamism and flexibility. Then, in response to the instability of conditions, the organizational climate exhibits the properties of reactivity. And finally, when trying to stabilize, balance the problem of external adaptation and internal integration, the organizational climate, having unstable characteristics that are subject to various kinds of influences, develops into an organizational culture that will primarily realize its stabilization function, contributing to cohesion. Further, the organizational culture, being the social and spiritual field of the company, begins to influence and, perhaps, even re-shape the organizational climate. But in an organization at these stages of development (maturity, reduction), the organizational climate is formed, as a rule, in many different divisions (departments), and it can be completely different. Consequently, if the organizational culture cannot adjust, smooth out the differences between them, then subcultures, and possibly countercultures, will be formed in the organization. The existence of subcultures is a natural element of any culture, but the existence of countercultures is undesirable. 4.5. Diagnostics of organizational culture Until recently, for many leaders Russian companies the phrase "corporate culture" had as much meaning as "diagnosis of karma." However, the situation is changing. Some begin to regularly measure this seemingly abstract concept and thus make it more understandable and useful for business. There are two main methods for diagnosing organizational culture: ideographic, which is based on qualitative methods (document analysis, in-depth interviews, participant observation, etc.); formalized - quantitative methods that allow to determine the content side of organizational culture. One of the methods for diagnosing organizational culture is the G. Hofstede coordinate system, which allows a comprehensive study of strengths and weaknesses. The coordinate system includes the following characteristics: 1) individualism and collegiality - are manifested in the regulation of behavior: individualism - in maximum freedom, collectivism - in the fact that a person is a unit of the team. What matters is the style of leadership in relation to the workforce, the level of group cohesion in the organization, which should be determined; 108 2) zone of power - reflects inequality among employees. It is necessary to study the attitude of employees to inequality (social status, hierarchical proximity to management), means of coherence, communication, conflict strategies, readiness for inequality, loyalty; 3) elimination of uncertainty - reflects the degree of formalization in the organization (paperwork), how information is formed, for everyone or not. Need to analyze job description , protocols, charters, study the socio-psychological climate with a focus on the clarity of instructions, the presence of rituals and corporate procedures; 4) masculinity and femininity - reflect the system of motivation: masculinity - material incentives, femininity - non-material incentives (verbal rewards, caring for the young and old, etc.). This model served as the basis for the creation of domestic methods for diagnosing organizational culture. Model R. Likert. The study of organizational culture is built on five variables: 1) communication; 2) motivation; 3) decision making; 4) control; 5) coordination of activities. This model is based on the XY model developed by D. McGregor. Model E. Shane. E. Shein supplemented R. Likert's model with the diagnosis of position and values. He proposed three levels of organizational culture research: 1) description and analysis of documents, observation (allowing to create a general model of organizational culture); 2) study of the management system; 3) determination of the positions of the members of the organization according to the basic features. Thus, his organizational culture diagnostic model reflects the following aspects: how members of the organization perceive the environment (its psychological state); 109 the nature of reality and truth - a description of what is real and unreal in the organization, the difference between what is written and what is not written, the attitude of a person to double truth (truth and falsehood); human nature – what functions the organization develops (bodily, conscious, intellectual, spiritual); the nature of human activity - what is understood in the organization as human activity, when and how it is stimulated, when it is undesirable and how it is suppressed; how the nature of a person is evaluated in the organization – on what the relations in the organization are based. When studying organizational culture according to the model of E. Shane, observational and descriptive methods are mainly used. Organizational culture is a process that needs to be studied in dynamics (descriptive methods) and not in slices (testing). Statistical methods for measuring organizational culture include: normative, comparative, the method of tracking changes according to the scheme “it was - it became - it should be”, the method of random assessment, the constructive-critical method. The normative method involves the use of a prescriptive base such as “how this and that should be done”, “what should this subsystem or system be like”, “how should certain documents be drawn up”, etc. This base should be contained in laws, by-laws (regulations, instructions), standards, codes of communication, conduct, partnership, company philosophy, charter of the rights of corporation participants, codes corporate governance etc. Although a living culture is more reflected in the ideas and values of employees and managers than in documents, this source of information should not be ignored. 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. How bureaucratic is a corporation? Are there discrepancies between words and deeds – between the declared principles of doing business and real management practice? What values are reflected in the documents? What is the attitude towards people? As far as 110
"Organizational climate" and "organizational culture" are two terms used to describe a set of characteristics that are inherent in a particular organization and distinguish it from others. Unlike organizational culture, the organizational climate includes less stable characteristics, which are more subject to external and internal influences.
Organizational climate(socio-psychological climate, industrial climate) - a set of stable characteristics that describe a particular organization that significantly affect the behavior and emotional state of its members. The following parameters are used to describe the organizational climate:
- - structure (degree of formal structuredness);
- - the degree of risk in decision-making;
- - reward tactics;
- - Opportunities for promotion;
- - attitude of management towards employees;
- - the attitude of employees to management;
- - emotional atmosphere.
The organizational climate can be defined as a general feeling of unity and mutual understanding, created both by the physical organization of the space, which contributes to unhindered communication flows, and by the style of information perception, which affects the subsequent behavior of the employee, and by the forms of information transfer, depending, among other things, on the leadership style of the organization. An unfavorable organizational climate is often the result of social or communicative incompetence of the leader or the result of the existence of an informal leader in the group, disorienting employees and destroying unity.
According to J. Litvin, R. Stringer and D. McClelland, the organizational climate determines the flexibility of the organization: how free employees feel to introduce something new, without unnecessary bureaucracy; their sense of responsibility towards the organization; the level of standards set by people; a sense of the accuracy of the feedback and the fairness of the reward for the results obtained; the clarity people have about mission and values, and finally the level of commitment to a common goal.
R. Tagiuri, J. Litvin and B. Schneider interpret climate as a feeling determined by the physical composition of the group and the characteristic manner in which members of the organization interact with each other, customers and other third parties.
In domestic social psychology, the term "psychological climate" was first used by N. S. Mansurov, who studied production teams. V. M. Shepel tried to reveal the content of the concept of socio-psychological climate as the emotional coloring of the psychological ties of the members of the team, arising on the basis of their closeness, sympathy, coincidence of characters, interests and inclinations. He also identified "climatic zones".
The first climatic zone is the social climate, which is determined by the extent to which the goals and objectives of society are realized in a given team, the extent to which the observance of the constitutional rights and obligations of workers as citizens is guaranteed.
The second climatic zone is the moral climate, which is determined by what moral values are accepted in a given team.
The third climatic zone is the psychological climate, those informal relations that develop between workers who are in direct contact with each other.
R. Kh. Shakurov considers the concept of psychological climate from two sides: psychological, which is revealed in the emotional, volitional, intellectual states and properties of the group, and socio-psychological, which is manifested in the integrative features of the psychology of the group, significant for maintaining its integrity and for its functioning as an independent association of people.
Currently, there are four main approaches to understanding the nature of the socio-psychological climate.
Representatives of the first approach (E. S. Kuzmin, K. K. Platonov and others) consider the socio-psychological climate as a socio-psychological phenomenon, as a state of collective consciousness.
Proponents of the second approach (A. A. Rusalinova, A. N. Lutoshkin) emphasize that the essential characteristic of the climate is the general emotional and psychological mood. Climate is understood as the mood of a group of people.
The authors of the third approach (B. D. Parygin, V. A. Pokrovsky) analyze the socio-psychological climate through the style of interaction between people who are in direct contact with each other. In the process of climate formation, a system of interpersonal relations is formed that determines the social and psychological well-being of each member of the group.
The creators of the fourth approach (V. V. Kosolapov, A. N. Shcherban, L. N. Kogan) define the climate in terms of social and psychological compatibility of group members, their moral and psychological unity, cohesion, the presence of common opinions, customs, and traditions.
The study of the organizational climate formed the basis of the so-called "field" motivational theories. The meaning of these theories lies in the fact that both the human psyche and the social group are tense systems, fields where there is an unstable balance between motivating and restraining forces, and even a small environmental factor or situation can cause an avalanche reaction. In this case, the state of each part of the field depends on each other. To obtain an effective forecast, both stimulating and constraining (such as group norms) factors should be analyzed. On the threshold of change, the system is all the more in an unstable equilibrium. Large manipulations may not be effective, while small ones based on the tension factor using channel changes (approval - disapproval, lack - presence of incentive) of information can be effective.
Organizational culture- this is the social and spiritual field of the company, formed under the influence of material and intangible, explicit and hidden, conscious and unconscious processes and phenomena, the interaction of people in which takes place on the basis of a common philosophy, ideology, values, approaches to solving problems and norms of personnel behavior. This interaction determines the identity of the organization and allows it to move towards success. This approach to organizational culture allows us to define, analyze and understand organizational culture as a multifaceted, dynamic, multidimensional and multilevel phenomenon.
There are several definitions of organizational (corporate) culture:
- - the values and norms learned and applied by the members of the organization, which at the same time decisively determine their behavior;
- - atmosphere or social climate in the organization;
- - the system of values and behaviors dominating in the organization.
Based on these definitions, organizational (corporate) culture is understood mainly as values and norms shared by the majority of members of the organization, as well as their external manifestations (organizational behavior).
Organizational culture performs two main functions:
- 1) internal integration - carries out internal integration of the members of the organization in such a way that they know how they should interact with each other;
- 2) external adaptation - helps the organization to adapt to the external environment.
The main elements of organizational culture:
- - behavioral stereotypes: mutual language used by members of the organization; the customs and traditions they follow; rituals performed in certain situations;
- - group norms: standards and patterns inherent in groups that regulate the behavior of their members;
- - proclaimed values: articulated, publicly announced principles and values that an organization or group strives to implement (“product quality”, “market leadership”, etc.);
- - philosophy of the organization: the most general political and ideological principles that determine its actions in relation to employees, customers or intermediaries;
- - rules of the game: rules of conduct when working in an organization; traditions and restrictions that a newcomer should learn in order to become a full-fledged member of the organization; "routine order";
- - organizational climate: a feeling determined by the physical composition of the group and the characteristic manner in which members of the organization interact with each other, customers or other third parties;
- - existing practical experience: methods and techniques used by group members to achieve certain goals; the ability to perform certain actions, passed down from generation to generation and does not require mandatory written fixation.
S. P. Robbins considers organizational culture through the prism of analyzing the following characteristics:
- - personal initiative;
- - the willingness of the employee to take risks;
- - direction of action;
- - coordination of actions;
- - ensuring free interaction, assistance and support to subordinates from management services;
- - a list of rules and instructions used to control and monitor the behavior of employees;
- - the degree of identification of each employee with the organization;
- - reward system;
- - the willingness of the employee to openly express his opinion;
- - the degree of interaction within the organization, in which the interaction is expressed in a formal hierarchy and subordination.
The purpose of organizational culture is to help people work more productively, get job satisfaction. If a person is in an organizational culture alien to him, his activity is constrained, limited. And vice versa, if the organizational culture of the company and the values of the employee correspond, the activity of the latter is activated, and the efficiency increases accordingly. Thus, a synergistic effect can be achieved. The value of organizational culture lies in the fact that it is a motivating factor for employees. Thus, the formation of organizational culture is an attempt to constructively influence the socio-psychological atmosphere, the behavior of employees. Forming certain attitudes, a system of values or a "model of the world" among the organization's personnel within the framework of the organizational culture, it is possible to predict, plan and stimulate the desired behavior. However, it is always necessary to take into account the corporate culture that has spontaneously developed in this organization. Often in the business environment, managers try to form the philosophy of their enterprise, where they declare progressive values, norms, and get results that do not correspond to their desires and investments. This happens partly because the artificially introduced organizational norms and values come into conflict with the real ones and therefore are actively rejected by the majority of the organization's members.
There are several types of organizational culture based on various grounds:
- - explicit - recorded in documentary form (rules, instructions or norms);
- - implicit - reflected in the mind of a person, supported by traditions, faith;
- - pseudo-organizational culture - the culture of mafia organizations, drug trafficking, terrorists;
- - extraverted - turned into external world when the mission is outside the scope of the organization itself;
- - introverted - turned inward.
In addition, different authors distinguish different types of organizational culture. One of the most popular typologies was proposed by K. Cameron and R. Quinn (Fig. 9). It is based on four groups of criteria that determine the core values of the organization:
- - flexibility and discreteness;
- - stability and control;
- - internal focus and integration;
- - external focus and differentiation.
Rice. 9.
Clan organizational culture: a very friendly place to work where people have a lot in common. Organizations (divisions) are like large families. Leaders or heads of organizations are perceived as educators and even as parents. The organization is held together by loyalty and tradition. Its commitment is high. The organization emphasizes the long-term benefits of personal development, attaches importance to a high degree of team cohesion and moral climate. Success is defined as a good feeling towards consumers and care for people. In this type of organizational culture, the organization encourages teamwork, people's participation in business, and agreement.
Adhocracy organizational culture(from lat. ad hoc - "on occasion"): dynamic entrepreneurial and creative place work. For the sake of common success, employees are ready for personal sacrifice and risk. Leaders are seen as innovators and risk takers. The binding essence of the organization is a commitment to experimentation and innovation. Emphasizes the need for action at the forefront. In the long term, the organization focuses on growth and acquiring new resources. Success means producing/providing unique and new products and/or services. It is important to be a market leader in products or services. The organization encourages individual initiative, creativity and freedom.
Hierarchical organizational culture: very formalized and structured place of work. It is often referred to as the bureaucratic type of organizational culture. What people do is governed by procedures. Leaders pride themselves on being rational facilitators and organizers. Maintaining the main course of the organization's activities is valued. The organization is held together by formal rules and official policies. Worker management involves a concern for job security and long-term predictability.
market culture. This type of organizational culture dominates results-oriented organizations. Her main concern is the completion of the task at hand. People are purposeful and compete with each other. Leaders are tough leaders and tough competitors. They are unwavering and demanding. The organization is held together by an emphasis on winning. Reputation and success are the subject of common zeal. The style of the organization is a rigidly drawn line on competitiveness.
Currently in scientific literature there is no consensus on the issue of distinguishing between the concepts of "organizational culture" and "organizational climate". A very reasonable attempt to solve this problem is comparative analysis of these concepts, carried out by E. A. Chernykh (Table 2).
table 2
Comparative analysis of the concepts of "organizational culture" and "organizational climate"
|
"Organizational culture" |
"Organizational climate" |
|
|
M. Thevenet |
Culture refers to what people do. Culture analysis is related to management practices, decision-making and behavior |
The climate is understood as the attitude of employees to various aspects of the enterprise, while the analysis of the answers of employees to questions gives an “act of state” of moods and morals in the enterprise. Climate refers to what people think. Climate analysis aims to identify the opinions of individuals and their reactions to the situation |
|
E. Moran, D. Volkwein |
Climate is a relatively long-term characteristic of an organization that distinguishes it from others and represents a collective attitude towards the organization. |
|
|
Organizational culture is a real situation |
Climate is people's perception of the culture of their enterprise, i.e. How do they see and feel it? |
The end of the table. 2
|
"Organizational culture" |
"Organizational climate" |
|
|
D. Denison |
Culture refers to the deep structure of an organization (values, beliefs and assumptions) |
Climate is related to aspects of the environment that are consciously perceived by members of the organization. |
|
K. Cameron, |
Culture is a long-term, slowly changing core attribute of an organization. Culture is spoken of as an unexpressed, often invisible aspect of organizational life. |
The climate, because it is based on relationships, can change quickly and drastically. Climate is defined as the more visible, observable attributes of organizations |
|
Culture has to do with the hypotheses, beliefs, and values that are reflected in the responses to questionnaires and interviews. The culture of any organization is influenced by the culture of society |
The concept of organizational climate refers to people's feelings at a given point in time, measured by one or more parameters (job satisfaction, management effectiveness). Climate is assessed on the basis of data obtained through questionnaires or interviews |
|
|
M. Warner |
The concept of "organizational culture" demonstrates how something is mastered and ways of doing something are formed. Organizational culture can be defined as a reflection of the direction of an organization's dynamics. Culture has more to do with the functioning of an organization than with the sum total of the opinions of its members. Long-term and stable characteristic of the organization |
Climate is a relatively stable characteristics of an organization, while superficial, instantaneous reactions to particular situations are excluded, but the deep ideas underlying the functioning of the organization are not affected. The climate concerns only individuals and their perception of reality, includes less stable characteristics, is more subject to external and internal influence. Short-term, more volatile characteristic of an organization |
The phenomena of "organizational climate" and "organizational culture" are very closely interrelated and interdependent. In a number of studies, they are simply identified. In another group of studies, the organizational climate is replaced by intra-organizational communication and the study of the influence of modern technologies on it. information technologies. At the same time, communication as a way of communicating and transmitting information does not reveal the features of interpersonal relations in an organization, regardless of whether we are talking about classical managerial communication or communication through the use of technical means of communication. The key difference between organizational culture and organizational climate is that culture characterizes the real state of things in the company, and climate is how employees feel and perceive this state of affairs.
Human behavior in a company is always socially conditioned. Different people or groups of people may specialize according to their assigned role, purpose or purpose, or distinguish themselves from other members of the organization according to their rank or status in a hierarchy. Within the same organization, employees may set different goals for themselves, but almost all of them must work collectively to achieve a common goal. strategic goal company defined by its mission and resource capabilities. The main connecting element that allows you to effectively unite the socially diverse staff of the company to achieve a common goal is the organizational culture of the company.
At present, the most successful from the standpoint of a systematic approach is the definition of organizational culture as a social and spiritual field of the company, which is formed under the influence of material and intangible, overt and hidden, conscious and unconscious processes and phenomena, in which people interact on the basis of a common philosophy, ideology, values, approaches to problem solving and norms of personnel behavior. This interaction determines the identity of the organization and allows it to move towards success. This approach to organizational culture allows us to define, analyze and understand organizational culture as a multifaceted, dynamic, multidimensional and multilevel phenomenon.
The concept of "culture" has been known to mankind since time immemorial. But only in the middle of the last century, in scientific disputes and debates, the concept of organizational culture began to line up. In various studies, organizational culture was understood as group norms, standards and values, behavioral stereotypes in the interaction of people, the rules of the game, mental models and linguistic paradigms, existing practical experience, philosophy, etc. At the same time, the earlier the works were, the easier they solved the issues of the culture of the organization. Before work force was less racially, ethnically and culturally diverse than it is now. In such conditions, with less cultural diversity, the expectations of the members of any organization were about the same. Communications, lines of authority and hierarchical structure were formed without awareness of such differences. Members of the organization had the knowledge of how to behave towards each other, how to work together, because they all came from a relatively similar cultural background. Organizations have been more removed from cultural issues, since most companies in the recent past were exclusively or predominantly intranational in nature. Most of the production-related problems that such companies faced were related to specific countries and their culture. To the same extent, most of the companies that competed or cooperated with each other belonged to the same country and the same culture. This mononational work environment is now a thing of the past. In modern times, not only has the workforce become much more culturally diverse, but many companies have also entered the international arena. The economy now has an unprecedented number of multinational and transnational corporations. Such companies have to increasingly deal with people of different and very diverse cultural backgrounds. It is clear that such an internationalization of business entails a significant number of intercultural problems.
Even companies that operate in the domestic market and do not have a multinational structure have to deal with issues of intercultural interaction. New trade laws and international treaties have pitted many competitors from widely dispersed cultures against each other, equally increasing opportunities to open markets to other countries and cultures. In part, the solution to the challenges facing companies and individuals facilitates success in the field of communication and transport, allowing them to work successfully, despite the vast physical and cultural spaces that separate them. Life presents us with problems not only within one country, but also problems that go far beyond national borders. Many of these problems are cultural in nature. Our ability to solve such problems in an ever-changing business world determines the success or failure of almost any business.
These arguments are certainly important in justifying the reasons for studying organizational culture. The problem is that many researchers and managers abstract from the obsolete, in their opinion, the concept of "organizational climate" and pay attention to the study of organizational culture, not realizing that these two phenomena are very closely interconnected and interdependent. In a number of studies, they are simply identified. In another group of studies, the organizational climate is replaced by intra-organizational communication and the study of the impact of modern information technologies on it. At the same time, communication as a way of communicating and transmitting information does not reveal the features of interpersonal relations in an organization, regardless of whether we are talking about classical managerial communication or communication through the use of technical means of communication.
The concept of organizational climate has existed for quite a long time in the field of industrial and organizational psychology. The first articles on the organizational climate and its relationship to production behavior appeared as early as 1939. First defined by psychologists George Litvin and Richard Stringer and subsequently refined by McClelland and colleagues, climate is one of six key factors that affect the working atmosphere in an organization. It is he, according to the researchers, that determines its flexibility: how free employees feel to introduce something new, without unnecessary bureaucracy; their sense of responsibility towards the organization; the level of standards set by people; a sense of the accuracy of the feedback and the fairness of the reward for the results obtained; the clarity people have about mission and values, and finally the level of commitment to a common goal. In 1968, the works of R. Tagiuri and D. Litvin "Organizational climate: the use of the concept" were published, and in 1990 - the work of B. Schneider "Climate and culture", in which climate is defined as a feeling determined by the physical composition of the group and the characteristic the manner in which members of the organization interact with each other, customers and other third parties.
The study of the organizational climate formed the basis of the so-called "field" motivational theories. The meaning of these theories is that both the human psyche and the social group are tense systems, fields where there is an unstable balance between motivating and restraining forces, and even a small environmental factor or situation can cause an avalanche reaction. In this case, the state of each part of the field depends on each other. To obtain an effective forecast, both stimulating and constraining (such as group norms) factors should be analyzed. On the threshold of change, the system is all the more in an unstable equilibrium. Large manipulations may not be effective, while small ones based on the tension factor using channel changes (approval - disapproval, lack - presence of incentive) of information can be effective. For example, information received through communication channels about the reward of innovative ideas, the availability of sponsors who are ready to support these ideas, and the support of innovation by management will create an organizational and psychological field for cultivating creative innovative ideas and successfully forming an adhocracy organizational culture - a culture of innovation and creativity.
To further develop such an organizational climate, the following measures can be proposed.
1. Management support for new productive ideas. At the same time, failures are not considered as a failure, which is typical for companies focused on momentary profit. On the contrary, conditions are created for the continuous generation of ideas.
2. Constant testing of the proposed ideas, experimentation. It is necessary because the creation of new types of products and services does not happen overnight, but is the result of a series of trial and error. Therefore, it is necessary to create an atmosphere of tolerance for mistakes and failures in the organization.
3. Organizational guarantees of the possibility of free creative problem solving, not constrained by departmental barriers, i.e. initiators of innovation must be confident in the ability to create, not looking back at the so-called areas of interest of certain departments of the organization.
4. The presence of sufficient human and financial resources for the firm to support innovation and, no less important, free access to these resources.
5. The continuous formation of small interdisciplinary working groups (or teams), "breaking open" traditional, often stagnant corporate structures with their initiatives. In such groups, an informal atmosphere reigns, a relaxed atmosphere.
6. Understanding that innovation, creativity cannot be imposed by force, by order. This can only be done on a voluntary basis, for which everyone can try their hand at entrepreneurship, proposing and implementing their own original projects, which, of course, must fit into key organizational goals.
7. Fair reward for innovative efforts.
8. The presence of people (supporters, sponsors) who not only support innovators, but also flexibly approach the issues of setting new goals and guidelines.
9. Full acceptance and support by the top management of the organization of innovative activity.
"Organizational climate" and "organizational culture" are two terms used to describe the set of characteristics that characterize an organization and distinguish it from others. Unlike organizational culture, the organizational climate includes less stable characteristics, which are more subject to external and internal influences. For example, with a common organizational culture of a firm, the organizational climate in two of its departments may be different. Let's assume that this is due to the rigid, authoritarian, sometimes simply rude management style of one of the department heads, who recently joined the firm. If the culture of this firm implies the existence of relations between managers and subordinates, characterized by mutual respect, democracy, broad delegation of authority and responsibility, then over time, senior management will pay attention to the climate in this department and to the behavior of his boss, which will come into conflict with the norms established in the organization. . Therefore, the causes of contradictions will be eliminated first: the head of the department will either quit himself, or will be forced to change the management style, or he will be fired, and then the climate in the department will come in line with the culture of the company.
The basic definition is given in the psychological explanatory dictionary. Organizational climate (socio-psychological climate, work climate) is a set of stable characteristics that describe a particular organization that significantly affect behavior and emotional states its members. The following parameters are used to describe the organizational climate:
q structure (degree of formal structuredness);
q degree of risk when making decisions;
q reward tactics;
q career advancement opportunities;
q attitude of management towards employees;
q attitude of employees to management;
q emotional atmosphere.
In I. Ansoff's book "Strategic Management" we find the following definition of organizational climate - "this is the desire of management to respond in a certain way: welcome change, control it or try to avoid it."
David Matsumoto's definition considers organizational climate as the perceptions shared by members of an organization about organizational policies, practices, and procedures, and how people feel about them. Thus, organizational climate has to do with the general perception of how "things are going in general" shared by the members of the organization, the perception of its policies, practices and procedures. In addition, this term also reflects some of the nuances of the emotional climate, i. how people usually feel in normal, day-to-day business practices. The author is convinced that climate can best be understood as such a manifestation of organizational culture, which refers to deep, poorly realized values, attitudes and meanings.
From the point of view of Management By Objectives (MBO), the term "organizational climate" refers to the scheme of distribution and design of work, the quality of these works in terms of the level of problems for the employee, the sense of results that the individual receives from this work, the level of bureaucratization of the company (the presence policies, procedures, technological instructions), the connection of managers and performers in the process of performing work, the involvement of the individual in the efforts of teams and working groups. The organizational climate includes the nature of the work, how much the individual is involved in the process of its execution and design, what type of feedback takes place in the company (including the system of evaluation and certification), what is the system of rewards.
"Dictionary of concepts and definitions - STAFF" gives the following definition of the moral and psychological climate: "Sustainable moral and moral state of a group (team), which reflects the mood of people, their group opinion, attitude towards each other and the most important material and spiritual values, towards goals group development This is a relatively stable characteristic of interpersonal relations in a group, on which the effectiveness of the group as a whole and its individual members, satisfaction with membership and cohesion, the prospects for the development of the group and the team largely depend.
An analysis of the above definitions of the organizational climate allows us to identify a number of indisputable and most frequently mentioned components: attitude, perception, atmosphere, degree of risk, role modeling, etc.
Organizational climate - a general feeling of unity and mutual understanding, created both by the physical organization of the space, which contributes to unimpeded communication flows, and by the style of information perception, which affects the subsequent behavior of the employee, and by the forms of information transfer, which depends, among other things, on the leadership style of the organization. An unfavorable organizational climate is often the result of social or communicative incompetence of the leader or the result of the existence of an informal leader in the group, disorienting employees and destroying unity.
Read the end in
No. 5, 2005
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