Hierarchical, clan, market, adhocratic culture (Queen, Cameron). Market culture Clan organizational culture focuses on

The organizational culture of an enterprise represents the behavioral and business standards, values shared by the majority of employees. There are several types of organizational culture in terms of organizing a workflow. For each type of entrepreneurial activity, it is necessary to select the type that best suits the objectives of the company.

From the article you will learn:

One of the popular typologies proposed by G. Hofstede is based on assessing the satisfaction of personnel with their work, management, and colleagues. And also on the study of the perception of problems arising in the process of work, beliefs and life goals. G. Hofstede identified significant differences in the behavior of managers and employees from different countries, explaining this by national culture. Four parameters were identified that characterize personnel and the enterprise as a whole:

collectivism / individualism;

avoidance of uncertainty;

power distance;

femininity / masculinity.

R. Ackoff's typology proceeds from the analysis of enterprises from the standpoint of management attitudes. They singled out two criteria: the degree of employees' attitude to setting goals and objectives in the company and the degree of employee involvement in the choice of means to achieve these goals and solve problems. As a result, four types of organizational structure were identified with characteristic leadership relationships:

Corporate type of organizational culture is determined by a low degree of involvement of employees in setting goals and the same low degree of involvement in the choice of means of achieving goals. A typical case is a company with a centralized management structure and one-man management, authoritarian relations.

Advisory type characterized by a high degree of employee involvement in setting the goals of the organization and low - in the choice of means to achieve the set goals. Usually, this version of organizational culture is justified in organizations that provide services (medical, social and educational).

For the so-called partisan type organizational culture is characterized by a low degree of staff involvement in setting goals and a high degree of involvement in the choice of funds.

The most popular typology of organizational culture

The typology of R. Quinn and K. Cameron is used more often than others. It is based on four groups of parameters, a combination of two factors - the external (internal) orientation of the company and the flexibility (rigidity) of control. It is this ratio that determines the main values of the enterprise:

flexibility and discreteness;
integration and inner focus;
control and stability;
differentiation and external focus.

Clan type of organizational culture

The clan type of organizational culture is formed according to the family principle and implies a very friendly team, a kind of family, where members have a lot in common. Company executives are perceived by employees as educators.

The company acts as a single organism thanks to tradition and dedication, the moral climate in the team and the cohesion of employees are of great importance. With this version of organizational culture, joint work, agreement in a team is encouraged. Business success is defined as caring for employees and being kind to consumers. Employees of the clan organization mainly perform brigade work according to a specially developed program with the use of hired labor.

With the clan organization of culture, a special corporate environment is established that delegates management powers to employees. The head of such an enterprise should focus on regular improvement of the qualifications of employees and properly organize their joint work.

From a moral point of view, clan organizational culture is the most effective. The employees here are devoted to the accepted traditions and values. Relations of trust and mutual assistance are established between them.

Read also materials on the topic:

NS entrepreneurial type of organizational culture

An entrepreneurial type of organizational culture implies active entrepreneurial and creative work in a company. In such an organization, a dedication to innovation and experimentation from all team members is essential. For the sake of overall success, employees must be willing to take risks and personal sacrifices. The main leverage on employees is money, image, connections, etc.

In entrepreneurship, leadership in the market for products or services is considered important. The attractiveness of this organizational culture lies in the guaranteed satisfaction of staff needs for improvement. Responsibility here is not prescribed to employees, but they are assumed independently, despite the associated risk. The ability to go to the end, to work with full dedication, even after hours, is especially highly valued in subordinates.

This obsession with work creates high productivity, but significantly increases the level of anxiety in the team, in general, providing a difficult negative background.

Market type of organizational culture

The market type of organizational culture is dominant in result-oriented enterprises. The main task here is the fulfillment of the intended goals. The employees of such an organization are constantly competing with each other and are extremely purposeful. Managers of any level are distinguished by firm administrative measures and are highly competitive, exacting and unshakable. The organization is bound together by the drive to win.

Financial success and reputation are important for the company. In the market type of organizational culture, the following performance criteria are most highly valued:

being ahead of rivals in the competitive struggle,

achievements of goals,

increasing market share and maximizing profits.

Organic type of organizational culture

The organic type of organizational culture can also be called patriarchal. Enterprises with this type of organizational culture are focused on stability and adherence to tradition. In such companies, as a rule, personnel are recruited by acquaintance; therefore, many relatives and friends often work in organizations.

The personal authority of the leader is the main control lever here. An effective leader is one who acts in accordance with the accepted norms of the team. As a rule, such norms are formulated in the form of traditions. Employees working in such a culture must adhere to both these traditions and collective goals.

Particularly much attention is paid to how you need to behave in a team. Such workers need to be included in the team, it is difficult for them to work individually. Such employees are sociable, focused on emotional acceptance, support, relationships. As an example of such collectives, one can name mines, construction crews, any family business.

In conclusion, it can be emphasized that when choosing this or that type for the formation of an organizational culture, one should clearly understand the goals and objectives of the enterprise. The organization of the work process can be effective only if the direction of the company's movement and the expectations of its personnel are fully consistent.

Clan culture Very friendly atmosphere. Employees trust each other and have a lot in common. Leadership style: Leaders think like caregivers, perhaps like parents. The connecting essence of the organization: tradition, commitment and dedication of employees. Success criteria: healthy indoor climate and caring for people. Organizational Priorities: Emphasis on the long-term benefits of personal improvement. High importance is attached to team cohesion and morale. Employee management: the organization encourages teamwork, people participation in business.

Adhocratic culture, dynamism and creativity. People are ready to "stick their necks" and take risks. Leadership Style: Leaders are seen as innovators and people willing to take risks. The connecting essence of the organization: dedication to experimentation and innovation. Success criteria: production and provision of unique and new products and services. Organizational Priorities: Emphasizes the need to be at the forefront. In the long term, the organization focuses on growth and acquiring new resources. Employee management: The organization encourages personal initiative and freedom.

Hierarchical culture Formalization and structure. The activities of employees are strictly regulated by procedures. Leadership Style: Leaders pride themselves on being rational coordinators and organizers. The connecting essence of the organization: formal rules and official policies. Success criteria: low costs, reliable delivery, planned scheduling. Organization Priorities: Maintaining the smooth running of the organization is critical. The long-term concern is to ensure the stability of the performance. Employee management: emphasis on job security and long-term predictability.

Market culture Results-oriented. The main concern is the fulfillment of the assigned task. People are purposeful and compete with each other. Leadership style: Leaders are tough leaders and tough competitors. They are unwavering and demanding. The Connecting Essence of Organization: An organization is held together by an emphasis on winning. Success criteria: market penetration, increase in market share, market leadership. Organization Priorities: Reputation and success are a shared concern. The focus of a forward-looking strategy is focused on competitive actions, solving set tasks and achieving measurable goals. The style of the organization is a tough line on competitiveness. Employee management: promoting internal competition.

Classification of organizational culture based on the ratio of the concepts of "risk" and "feedback" (Dale, Kennedy).

Typology of T. E. Dale and A. A. Kennedy

T. E. Dale and A. A. Kennedy identify four main types of corporate culture.

They chose as the analyzed parameters risk level and feedback rate... Based on the combination of these parameters, the following types of organizational culture were identified:

1. A culture of high risk and quick feedback... M ir individualists who

constantly take risks, but receive feedback quickly, regardless of whether their actions are correct or not (entertainment industry, police, army, construction, management consulting, advertising);

2. Low risk culture and fast feedback. Employees take little risk, their

are encouraged to engage in intense activity with relatively little risk.

All actions receive quick feedback. The client rules the show and determines everything.

Serving the customer, striving to please him is the essence of this culture. Important

a team, not an individual (sales organizations, retail stores,

computing companies, high-tech companies, mass consumer goods traders such as McDonald's, life insurance companies);

3. A culture of high risk and slow feedback... High risk, extremely

high investment, slow feedback, lengthy decision-making process,

resilience and long-term outlook are characteristic features. Acceptance cycles

decisions often take years. The motto here is the words "willfulness" and

“Do it right”, not “do it at any cost” (oil companies, architectural

firms, manufacturers of industrial goods, aviation companies,

utility services).

4. A culture of low risk and slow feedback. Small risk, slow

feedback, employees focus on technical excellence,

calculation of the degree of risk, details. Feedback Deficit Forces Employees

focus their energies on how they are doing something, not what they are doing. Attention is paid to memos, filing and filing, notes and technical improvements. Status symbols are clearly visible. The slogan of such a firm could be “Strive for technical excellence at work” (insurance, banking, financial services, building societies, government departments) .__

Organizational and national culture (Hofstede, Trompenaars).

G. Hofstede's typology

Dutch scientist G. Hofsted interviewed over 160,000 managers and employees

organizations in more than 60 countries around the world and revealed highly significant differences in

behavior of managers and specialists from different countries. Summarizing the most important differences, Hofstede identified four aspects that characterize managers and specialists and the organization as a whole: individualism-collectivism; power distance; striving to avoid uncertainty; masculinity-femininity.

Individualism-collectivism... Individualism occurs when people define

themselves as an individual and care only about themselves, about their family and their

relatives. Collectivism is based on the fact that each person, by birth or as a result of activity, belongs to a more or less cohesive group and cannot consider himself free from it. The group takes care of meeting the needs of the group members, providing them with support and safety in return for their loyalty and unconditional obedience.

Distance of power. Each organization has its own socially approved

inequality of statuses of employees when setting tasks, choosing means of their implementation and coordination procedures, when resolving conflicts, etc. The parameter - power distance - measures the degree to which the least powerful individual in an organization accepts inequality in the distribution of power and considers it a normal state of affairs ...

The pursuit of uncertainty avoidance indicates on the desire of people to avoid

situations in which they feel insecure and reflects the degree of formalization

activity, the certainty of the environment in which the employee operates.

The characteristics of the organization in terms of masculinity-femininity reflect

the system of motivation of the organization's personnel - to what extent the systems of assessment, remuneration and promotion of employees are related to the specific results of their activities.

Courageous cultures are oriented towards material success and career. Feminine cultures are focused on quality of life, social life. Knowledge of the leading type of culture of the country and organization allows you to assess

compatibility of cultures of different countries of the world, predict the development of their interaction, regulate controversial issues .__

Trompenaars classification

F. Trompenaars regulates the organizational culture of the company not only in terms of technologies and markets, but also according to the national cultural ^ preferences of the leaders and employees of the organization... When identifying the nature or type of corporate culture, according to F. Trompenaars, three aspects of the organization's life are especially important:

The relationship in general between employees and the organization;

A hierarchical structure of power, defining superiors and subordinates;

General ideas of each employee about the fate of the organization, its mission and goals, as well as about their place in it.

To highlight different types of corporate cultures, F. Trompenaars compared them according to the following parameters:

Equality - hierarchy,

· Orientation to a person (personality) - to a task (goal).

Von Trompenaars proposed the following typology:

"A family".

Very personal (with close interpersonal relationships) and hierarchical

A culture focused on power, where the leader is considered a caring father who knows better than his subordinates what to do and what will be of great benefit

·. in countries: Greece, Italy, Japan, Singapore, South Korea, Spain. In these countries, with a fairly rapid transition from feudalism to industrialization, many feudal traditions are preserved.

· Corporate cultures such as "family" are highly contextual. Changes in corporate culture such as "family" are usually political in nature and the main figures determine the policy of the company.

· Trainings, mentoring, mastering a craft are important ways of educating workers, but they are driven by the dictates of the "family" and by themselves do not oppose power, but rather perpetuate it.

"The Eiffel Tower".

Bureaucratic distribution of labor is laid down,

· Control, hierarchy. If each function corresponds to what is prescribed by the system, then all tasks will be solved according to plan.

· It is a steep, symmetrical, wide at the bottom and narrow at the top, reliable and durable construction. Embodying formal bureaucracy, it symbolizes the machine age: its design is more important than individual elements.
The hierarchy of such a corporate culture differs significantly from the “family”.

· Each next level performs a clear and demonstrative function of keeping together the lower levels. This display of scientific status is rare in America.

« Guided missile".

· This culture is egalitarian, impersonal and task-oriented. She looks like the Eiffel Tower in flight

· Culture is focused on the task facing the team or project group. In contrast to the role-playing culture, here in advance the activity of a person is not associated with his role or position.

Leaders and coordinators of groups with this type of culture are ultimately responsible for getting the job done, although sometimes they know less than professional specialists or experts

·. All members of the group are in equal positions. As the task is completed, when at some point the group needs the help and knowledge of one of the experts, it is he who takes the lead at this stage of its activity.

· Relies on professionals. Such a culture is expensive because real professionals are not cheap.

"Incubator".

The organization is secondary in relation to the individual achievements of a person

· The role of an incubator that provides all the necessary conditions for self-expression and self-improvement of a person.

· The goal of freeing the individual from routine, creating conditions for creative activity and minimizing the time spent on earning a livelihood.

· Very personal and equal.

She is almost devoid of any hierarchy

In Silicon Valley (California, USA), firms are concentrated engaged in the creation and development of the latest computer technology.

The structure and hierarchy of "incubators" is minimal. These groups are usually small: it is impossible to communicate spontaneously and informally in an organization exceeding 75-100 people.

4.3. The ratio of the internal and external environment of the organization.

It dominates results-based organizations. Her main concern is the fulfillment of the assigned task. People are purposeful and compete with each other. Leaders are tough leaders and tough competitors. They are unwavering and demanding. What ties the organization together is an emphasis on winning. Reputation and success are a matter of common delight. The style of the organization is a tough line on competitiveness.
The same authors have developed a toolkit for determining the current and desired state of organizational culture.
Any manager should start immersion in the world of business and management with self-determination - to understand himself, his personal goals and values, which will contribute to spiritual integration in joint activities in the team, which determines the content of everything that happens in the firm and with the firm. The philosophy of the organization must be understood, because without this it is impossible to develop a business strategy, move forward and be successful in the market.
Much in organizational culture also depends on the personal culture of employees. In this case, the personal culture of the owners and top officials of the company plays a key role. Thus, we are from formal
and unambiguous components of the firm's culture, materially expressed in signs, symbols, instructions and technologies of business processes, have come to a component that is often vague and blurry, vague and difficult to define, but this does not become less important. It's about corporate culture.
The meaning of the term "corporate culture" goes back to the Latin "corpus" - the trunk, the main part of the body. In this sense, corporatism means cohesion, unity, "we are as a whole." It is about unity that is not ensured by the staffing table or payroll. It is not created by a single interior, or even a uniform. The factors of this unity are "on the other side of the eyes." They are rather spiritual in nature, associated with the unity of views, aspirations, assessments, with a common consciousness, shared ideas and attitudes. It is not for nothing that the idea of corporatism is often expressed in such words as “corporate spirit”, “corporate spirit”.
The corporate culture is not as clearly expressed as the organizational culture, and even more so - the corporate identity. It does not lie on the surface, it is difficult to “touch” it. But if a firm has a “soul”, then this “soul” is precisely the corporate culture. It is not for nothing that it is compared to religion, and the highest manifestation of corporate culture is spoken of as corporate religion.
If the corporate identity sets the system of signs and symbols, and the organizational culture sets the orderly functioning of the organization's structure (in fact, the relations of positions), then the corporate culture sets the system of interpersonal relations. However, although the corporate culture is less obvious, is associated with such non-obvious and insubstantial entities as consciousness, motivation, and the spiritual life of an individual, it is this culture that ultimately determines both the organizational culture and corporate style. Being is rooted in the heart of the human soul, and this truth is fully applicable to business.
Life persistently proves that business does not start with money, not with a material base. You can have a great idea, a lot of money and sufficient resources, and ... lose them if the main thing is not provided - the community of interests of the participants in the case, those on whom its success depends. A typical plot of Russian business: friends, relatives, classmates establish a company, but six months pass and it begins: “Who are you !?”, “Let me steer!”, “Escaped with a seal ...” etc. The moment of truth comes : it is not structures that give rise to projects, but any project can be implemented on any structures, if there is a commonality of interests. Structures are created if necessary for a more successful project implementation. But behind this comes a second revelation: where do the projects come from? People bring them, and if they have a community of interests, if they are consolidated, then the success of the business is already ensured.
The truth behind this is the third moment of truth: before forming a community of interests with someone, it makes sense to deal with yourself, your beloved ... And what do you yourself want? Actually? If, without understanding your own interests, you start a business, then in the future you will be doomed to bump into yourself, reproducing the same problems. Business is ultimately rooted in the self-determination of the individual, on the basis of which a community of interests is formed.
Ensuring community of interests, not just staff loyalty, but its cohesion, corporatism, the formation of the spirit of the corporation, the ethics of corporate management - all these are the tasks of corporate culture. Its main function is to create a sense of the identity of all members of the organization, the image of a collective "we".
Moreover, the culture of the firm is by no means a monolith. It consists of the main, dominant culture, group cultures and counter-cultures that develop or destroy the culture of the organization as a whole. In any company, as in any living culture, subcultures are formed and developed (groupings by age, interests, education, activity profile, ethnicity, territorial distribution of services, etc.) that set complex
informal relationships that nominate their own informal leaders. Such subcultures can subsequently become dominant, molded into formal organizational structures. The bad is the management that passively refers to this natural process or perceives it as evil and tries to eradicate it. This process can also be used for the benefit of the business, can give new impetus to the development of the company as a social institution. The main task of management in this case is the alignment (harmonization) of subcultures with the general culture of the organization.

Modern HR practice provides a whole arsenal of tools, models and methodologies. How to choose the one that is right for this companies on given stage of its development, from by these people? As a possible starting point, I propose to consider the type of organizational culture.

Consultants, HR managers, coming to the company, mainly have experience in one or two organizational cultures, so everyone sees this or that work from a certain bell tower of their experience. This often leads to misunderstandings. For example, such as this one.

The company, the main activity of which was distribution of food products, and the management of which had a clear position regarding the goal (customer attraction and profit), came a new HR director, who had previously worked in an IT company, where an entrepreneurial organizational culture was adopted.

She began her work with what was familiar to her and seemed to her the most relevant: employee training systems, their assessment and collection of innovations. Two months later, management and the HR director were in a fierce conflict. The management demanded results and accused the HR-director of unnecessary waste of time and resources, and she, in turn, reproached him with short-sightedness. As a result, the HR director left ... stating that she would never again work in the distribution business. The company's management has become skeptical of HR managers in general.

And there are many such examples. The question is what to do to benefit the company, how to understand what it needs?

Types of corporate culture

In our projects, we rely on the type of organizational culture of the company or department. Already in the first paragraphs, I used terms from the Cameron-Quinn classification. The authors relied on a theoretical model they call the “Framework for Competing Values”. It is based on two scales reflecting the continuum of organizational performance criteria (stability and integrity / flexibility and discretion, as well as internal orientation / external orientation). Based on the diagnosis of the degree of dominance of certain perceived values of the company's employees in relation to various aspects of the working environment, a graphical profile of the organizational culture is determined and depicted. This makes it possible to visually record the variable preferences of the respondents for each of the four main types of culture (profile quadrants) identified by the authors of the concept.

The main characteristics of the four types of culture 1

Clan culture
Very friendly atmosphere. Employees trust each other and have a lot in common.

Leadership style: leaders think like caregivers, perhaps like parents.

Tradition, commitment and dedication of employees.

Success criteria: a healthy indoor climate and caring for people.

Priorities in the organization: the emphasis is on the long-term benefits of personal improvement. High importance is attached to team cohesion and morale.

The organization encourages teamwork, people to participate in business.

Adhocratic culture
Dynamism and creativity. People are ready to "stick their necks" and take risks.

Leadership style: leaders are seen as innovators and risk-takers.

The connecting entity of the organization: dedication to experimentation and innovation.

Success criteria: production and provision of unique and new products and services.

Priorities in the organization: the need for front-line activities is emphasized. In the long term, the organization focuses on growth and acquiring new resources.

Employee management: the organization encourages personal initiative and freedom.

Hierarchical culture
Formalization and structure. The activities of employees are strictly regulated by procedures.

Leadership style: leaders pride themselves on being rational coordinators and organizers.

The connecting entity of the organization: formal rules and official policies.

Success criteria: low costs, reliable deliveries, planned scheduling.

Priorities in the organization: maintaining the smooth running of the organization is critical. The long-term concern is to ensure the stability of the performance.

Employee management: the emphasis is on job security and ensuring long-term predictability.

Market culture
Result orientation. The main concern is the fulfillment of the assigned task. People are purposeful and compete with each other.

Leadership style: leaders are tough leaders and tough competitors. They are unwavering and demanding.

The connecting entity of the organization: what ties the organization together is an emphasis on winning.

Success criteria: market penetration, increase in market share, market leadership.

Priorities in the organization: reputation and success are a shared concern. The focus of a forward-looking strategy is focused on competitive actions, solving set tasks and achieving measurable goals. The style of the organization is a tough line on competitiveness.

Employee management: encouraging internal competition.

Of course, companies with a “pure” type of organizational culture do not exist, and yet each one is dominated by the bright features of one of them. Can the same specialist be equally effective in all types of crops? Most likely not - the values are too different.

Vitamins of the company

Today, the “theory of vitamins” by Itzhak Adizes 2 is very popular, according to which there are four types of vitamins that make up an ideal manager.

Four types of vitamins that make up an ideal manager

Vitamin A - Administrator. A man of instructions and rules. It makes the company more rational and manageable. It will be most effective in a hierarchical organizational culture.

Vitamin P is a Hero. A man of action. He takes an idea and not only brings it to life, but can also make money from it. His weak side is the inability to delegate and the desire to pull the blanket over himself, from which he himself is very tired. It is a vitamin of the market culture in which heroes compete to achieve results and customer satisfaction.

Vitamin E - Generator of ideas. A fountain of ideas from morning until late at night, while they can radically contradict each other, be unreal, dear, crazy. But a few of these ideas out of a hundred make the company a monopoly in the spoiled consumer market. Idea generators make a company effective in the long run. Entrepreneurial or adhocratic organizational culture is easily recognizable here.

Vitamin I - Integrator. Makes the organization sustainable in the long run. He brings people together, showing that the end result depends on the contribution of each and everyone works towards the same goal. Undoubtedly, the principles of family-clan culture are recognized.

A person who has all the vitamins does not exist, this is an ideal. The best managers can have three vitamins, on average two, rarely only one. That is, only a few can work in three cultures, most in two, less often in only one.

I will not dwell on the theory of Itzhak Adizes, but it is important to understand that in each company or division one or another vitamin will prevail. It is ideal when the management of the company and the team are balanced, that is, all the "vitamins" are present. Yet one will dominate and influence the most on the company's strategy. Therefore, you need to consider in what environment and for whom the HR department will implement its procedures.

HR and organizational culture

As part of working on consulting projects, communicating with colleagues, we have developed a theory of correction of the classic processes of the personnel department, depending on the type of organizational culture of the company.

Family-clan... The main focus of the HR department will be on adaptation procedures and processes for the development and maintenance of corporate values, that is, assistance in the transfer of values and the introduction of a new employee into the team and its values. On the other hand, constant events and communication networks are needed to maintain a corporate culture.

V bureaucratic organizational culture mainly the emphasis should be placed on motivation systems, training in procedures and adaptation from the perspective of adaptation to process management. This organizational culture can be called a big machine: to operate the machine, you need to study the instructions.

In addition, due to the lack of emphasis on personal relationships, opportunities for rapid career growth and focus on quick results, for high performance in such companies, it is necessary to deeply think over the systems of material incentives for personnel.

V adhocratic organizational cultures the personnel department mainly develops the areas of personnel training and innovation stimulation. Since employees are very democratic, self-motivated, they require dynamic feedback, opportunities for self-realization and resources for development. All the rest these people will do themselves. Of course, recruiting such personnel requires a significant amount of effort, although finding the right people is always a challenge for any culture. In an adhocratic culture, people themselves attract the best of the best to their company through communication and demonstration of the achieved results in the market.

Personnel departments market organizational culture will focus on recruiting procedures, since the turnover rate in such companies is generally very high. And, of course, incentive systems with an emphasis on results and competition between employees.

The specifics of building procedures for the personnel department, depending on the type of organizational culture

	Family-clan	Hierarchical	Market		Adhocratic
HR administration	All standards are in accordance with the Labor Code. Therefore, regardless of the type of organizational culture, each HR manager needs to know the legislation and rules of HR workflow.
Recruiting	Emphasis on alignment with corporate values ("like us")	Focused on qualifications, professionalism		Emphasis on resilience, result orientation and desire to achieve results	Emphasis on creative problem solving, learning ability, a tendency to be independent in work and gaining initiative
Adaptation	Transfer of values, integration into the team	Transfer of processes, integration into the processes of the department, company		Lack of adaptation or general information about the product (the employee is accepted on the basis of float / drown)	Training and development from day one, transferring information about the resources that a new employee can use
Education	Not systemic, as needed	Systemic process, the main goal of which is effective work in the process system		Not systemically, the main goal is to quickly improve the result	Systemic training, self-learning and knowledge transfer systems
Grade	Most often absent, since it is not possible to objectively evaluate loved ones	The main result is the creation of a personnel reserve. The process is very systemic and bureaucratic		As a rule, it is not. The main assessment is the achievement of the result	The main result of the assessment is high-quality feedback and personnel development plans
Motivation and reward systems	Absent or emphasis is placed on the involvement of personnel in the overall result: team pay, partnership	Motivation systems combine answers to questions: how does a specific employee work and what is the result when performing the necessary procedures		The main focus is on the result, not how it is achieved	The system of motivation and reward is very flexible
Corporate culture	Emphasis on maintaining corporate values	Striving to "humanize" the machine, a clearly defined policy of missions and mottos		Absent or contains elements of a competing struggle	Emphasis on independence, self-development, continuous learning
The main question	Who is with us?	How to do it?		What have you achieved?	How to make it better?

It is not easy to realize and admit that your company does not really need the knowledge that you received at the last training or seminar. However, it is important to remember that HR's task is to make the company more effective. So, deciding to develop another regulation or process, think about how necessary it is for the company and what accents to make in it. To do this, we propose to build on the type of organizational culture in the company.
_____________
1 Cameron K., Queen R. Diagnostics and change of organizational culture. SPb .: Peter, 2001.320 p.
2 Yitzhak Adizes. Ideal leader: Why you can't become one and what follows from it. Moscow: Alpina Business Book, 2008.274 p.

The article is provided to our portal
article author and HR-League Expert

Features of the market organizational culture

The main thing in this culture is the obligatory fulfillment of the task that is assigned to you. The culture is characterized by dedicated employees and a high level of competition among themselves. The leaders of such companies are tough leaders and irreconcilable competitors who are unshakable in their intentions and demanding of themselves and their employees. The main link for this type of organization is the drive to win. The main thing is the reputation of the company and its success, which is a subject of common joy. The main and strictly controlled line of conduct of such an organization is competitiveness in the market.

The first organizations with this type of organizational structure began to appear in the late 1960s, as it was at this time that most companies faced new market challenges and increased competition. The market organization structure was largely based on the work of Bill Oachie, Oliver Williamson and their co-authors. In the course of studying various organizations, these scientists established an alternative set of activities, which, according to them, will be the foundation that ensures organizational effectiveness.

The main indicator of the company's efficiency for them was the indicator of operating costs. The concept developed by scientists was called a market form of organization. The main focus of this concept was focused on interaction with external customers - suppliers, consumers, contractors, licensees, trade unions, regulatory authorities.

The main difference from hierarchical organizational structures, where the rules are the guarantor of maintaining internal control, the market organizational structure works with the support of rules, specialized tasks and centralized decisions, since the market relies primarily on the mechanisms of a market economy.

The core business of these companies is profitability, results achieved, position in market niches, extensible goals and secure consumer bases. Based on this, the core goals were identified for companies with an organizational structure of a market type - they were competitiveness and productivity. To achieve these core goals, a strong emphasis is placed on the external position of the company and the control over its activities.

Example 1

For example, consider the experience of Philips Electronics. In 1991 the company began to lose its market share in Europe and for the first time in its history, the result of its work was a negative annual balance. This fact served as a catalyst for a corporate-wide drive to improve the company's competitive position. A new CEO was appointed and the corporation, with an extensive network of branches around the world, launched a new process called Centurion. At the heart of this project was the company's efforts to change the arrogant and self-righteous hierarchical organizational culture of the company to a market-based organizational culture, driven by a focus on customer needs, increased profitability from asset turnover, and increased corporate competitiveness.

Basic principles of market organizational culture

the external environment of any company is not a mercy sent from above, but a challenge hostile to the company;
any consumer is as selective as possible and is interested in purchasing in the most profitable acquisition of values;
each company should do its own business in order to constantly develop and strengthen its market competitive position;
the main task of the company's management is to bring it to the performance and results that will provide it with the required profit.

It might be helpful to read: