Clan culture relies on the interested participation in the common cause of all members of the organization, without exception, taking into account the rapidly changing conditions environment... In companies with a clan culture, there is no shortage of time, emergency work, "burning" and, accordingly, professional burnout. Their motto can be the setting “The main resource of the organization is people” or the old-fashioned “Cadres decide everything”. Employees working in an organization of this type, and their work are not thought of as a commodity, but as the basis for the success of the enterprise. A consultant who comes to such a company will never hear from the leaders: "How to manipulate subordinates?" or "How to force them? ..", - here they are interested in management issues by human resourses... The most important value for these companies - attention to a person and providing him with everything he needs to improve his performance.

One of the owners manufacturing firm(St. Petersburg) specially built a workshop for the production of concrete blocks, which employees can use for free for the construction of their country houses in the company's gardening. Moreover, in the same gardening there is a corporate potato field, cultivated by a special agricultural department of the company. The harvest is delivered by the company's delivery service directly to the house of all employees. And in medical office the office is attended by a therapist, psychologist and massage therapist, there are rooms for psychological relief and a gym. Regular field trips with families are organized, birthdays and other "dates" are jointly celebrated, not to mention regular trainings and additional education at the expense of the company.

Here, creativity is highly valued, large funds are invested in new developments and Scientific research, discoveries are being patented. People work and live in peace, confident in themselves, in the company and in the future. The company is firmly on its feet, the team emphasizes: “We are a family company. We are all like family. We share with each other what excites and interests us. And no one ever leaves us - only to retire! "

All successful companies are successful in their own way.

There are no good or bad cultures, the difference between an unconscious culture and a consciously formed, and therefore adequate, reality is important for us, and we are interested in the latter, since it is one of the most powerful management tools.

Artifacts, external signs of culture (how people dress and act, slogans, mottos, myths and ceremonies) only reflect a deeper layer, which is a true culture that contains the invisible: values, beliefs and beliefs.

Compliance with the values ​​of the organization is the fate (less often - a personal choice) of the employee. The promotion of adequate values ​​within the team is the task and responsibility of the ideological leader of the company, “master of culture, engineer of souls”. culture business manager corporate

The main task of a manager who wants to consciously form and practically use the corporate culture is to clearly articulate the company's core values ​​and understand its place in the environment.

Clan culture. A very friendly place to work, people have a lot in common. Organizations are like large families. Leaders or heads of organizations are perceived as educators and perhaps even as parents. The organization is held together by dedication and tradition. High commitment to the organization that fosters team cohesion and morale. Success is achieved by a friendly attitude towards consumers and caring for people. The organization encourages teamwork, human participation in business, and consensus. With overdevelopment, it develops into an "irresponsible country club".

This article examines the types of cultures of the organization, where the characteristics are given separately for each. The author also provides an algorithm for assessing organizational culture. An illustrative example of the organizational culture profile of the RostF NIIAS is given.

Key words: Adhocratic culture, clan culture, bureaucratic culture, market culture, diagnostics of the organization's culture, the profile of the organization's culture.

To complete the picture, within the framework of this study, it is necessary to give an idea of ​​the integrated (combined) cultures, which are also widely used in the analysis of the corporate spirit of an organization: bureaucratic, clan, adhocratic, market.

Bureaucratic (in some literary sources it is not quite correctly called hierarchical) culture is characterized by a formalized and structured place of work. What people do is guided by procedures. Effective leaders in this case are good coordinators and organizers. Keeping the organization running smoothly is also important. The long-term concerns of the organization are stability, predictability and cost-effectiveness. The organization is united by formal rules and official policies.

The market culture of the organization is focused on the external environment, and not on its internal affairs. Her main focus is on transactions with external customers, including suppliers, consumers, contractors, licensees, authorities legal regulation... The main focus of this type of organization is set up to conduct transactions (exchanges, sales, contracts) with other competitors in order to achieve competitive advantage... Profitability, bottom line, strength in market niches, and extensible goals are central to the organization's business. The basic assumptions of market culture are as follows: the external environment is not a favor from above, but a hostile challenge; consumers are picky and interested in purchasing valuables; the organization is engaged in business with the aim of strengthening its position in the competition; the main task of management is to guide the organization towards productivity, results and profits.

Typical characteristics of clan culture are teamwork, a program to involve employees in business, and corporate obligations to them (the principle of operation of Japanese companies). The basic basic assumptions in clan culture are that the external environment is best dealt with by organizing teamwork and taking care of employee training; that consumers are best perceived as partners; that the organization operates in a business that creates a humane environment for the worker; and that the main challenge is to empower employees and make it easier for them to participate in business, demonstrate dedication and commitment to the organization.

The word "adhocracy" comes from the Latin expression ad hoc (for occasion) and defines a kind of temporary, specialized, dynamic organizational unit. The characteristics of this type of culture are as follows: the absence of any organizational chart; temporary physical space; temporary roles; creativity and innovation. An adhocratic culture is characterized by a dynamic, entrepreneurial and creative place work. People are willing to sacrifice themselves and take risks. Success means manufacturing and / or providing unique and original products and / or services.

New and / or small organizations tend to show a tendency to make progress through a pattern of cultural change. At the earliest stages of its life cycle, an organization strives for a dominant determined by an adhocratic type of culture - no formal structure and overt entrepreneurial spirit. They do not adhere to any official policy at all, have no structure, and are often run by one strong visionary leader. As they evolve over time, they complement this orientation with clan culture - a sense of family, a strong sense of community and personal involvement in the organization. It is through the organization that team members meet their social and emotional needs and are overwhelmed by a sense of community and personal friendship. However, as such an organization grows, a potential crisis often matures.

The pursuit of order and predictability induces a shift towards a bureaucratic culture. This reorientation often makes team members feel like the organization is losing its spirit of friendship, personal empathy. People's satisfaction with working conditions is falling. The bureaucratic organization is gradually complemented by the characteristics of a market culture - competitiveness, the desire to achieve results and an emphasis on external relationships.

Thus, the life cycle of a successfully developing organization includes the passage and / or combination of one or all types of cultures. And this is very important for managing organizational culture as part of organizational behavior.

As follows from the above brief analysis of integrated cultures, they include an expanded view of the functioning of the organization, taking into account also the structure and management style they profess. The second positive aspect of such a view is the substantiation of the "life cycle" of the organization, which makes it possible to predict both the problems of its development and possible transition stages.

The purpose of the proposed assessment tool is to assist the decision-maker (DM) in identifying the existing and planned culture of the organization.

The expert needs to answer six questions, based on his vision of the organization at the current time and after, for example, five years of the planned future. You should imagine what the organizational culture of a company should look like in order for the company to become more perfect, to become a leader in some production indicators, to break beyond the average level, to gain the upper hand in the competition.

The QQA tool is designed to assess six key dimensions of organizational culture. By performing an assessment with this tool, the assessor will get a picture of how your organization works and what values ​​it is characterized by. There are no right or wrong answers to these questions, just as there is no right or wrong culture. Each organization is likely to provide a unique set of answers. Therefore, for the diagnosis of organizational culture to be as accurate as possible, the questions should be answered carefully and, if possible, objectively.

Each of the six questions included in the QLD tool offers four alternative answers. It is necessary to distribute the scores of the 100-point assessment among these four alternatives in the weight ratio that is most appropriate for the organization under study. The highest number of points is given to the alternative that most closely matches the organization. For example, if, when answering the first question, the expert believes that alternative A is very similar this organization, alternatives B and C are in some way equally characteristic for it, while alternative D is hardly inherent in it at all, then 55 points should be given to alternative A, 20 points to alternatives B and C, and only 5 points to alternative D. the fact that when answering each question, the sum of your points is equal to 100.

The column with the heading “is” is used to assess the organization as it is at the current time. The column of answers with the heading “must” is used to assess what, according to the experts, the same organization should become in five years in order to be at the pinnacle of success.

Calculation of the OOC score requires very simple arithmetic (table 1).

Table 1 - Calculation of PKI score

At the first step, you need to add the scores of all answers A in the "yes" column, and then divide the total by 6, that is, calculate the average score for alternative A. The same calculations are repeated for alternatives B, C and D.

The second step is to add the scores of all answers A in the “must” column and divide the total by 6, that is, the average score for alternative A is again calculated, but for the “must” column.

The OOC tool is based on a theoretical model called the Competing Values ​​Framework.

Four quadrants are depicted on the plane (Figure 1).

Each is given a designation identifying its most notable characteristics,

Clan, adhocracy, market and bureaucracy. On it, the clan is at the top left, the adhocracy is at the top right, the bureaucracy is at the bottom left, and the market is at the bottom right.

Let's start with the numbers in the "is" column. Assessment of Alternative A represents clan culture. Note the corresponding value on a diagonal line extending upward into the upper left quadrant of the shape. The assessment of alternative B represents an adhocratic culture. Note the corresponding estimate on the diagonal line going up to the upper right quadrant. The assessment of alternative C represents the market culture. We put the corresponding estimate on the diagonal directed downward to the lower right quadrant of the form. The assessment of alternative D defines the bureaucratic culture. Note the corresponding estimate on the diagonal line "going down to the lower left quadrant.

Rice. 1

We connect the points marked in each quadrant so that we get a four-sided polygon. This profile models the culture of the organization under study as the expert perceives it right now (solid line). The built profile allows you to immediately see the strongest and weakest aspects of the organization's culture.

By averaging the data over the ensemble of opinions of various experts, it is possible to determine the opinion of the entire team, and, no less important, the opinion of its individual groups. That will allow developing individual technologies for working with critical-minded employees. This will provide conflict management within the organization.

An important characteristic of an organization is the measure of the range of expert opinions. She assesses the team spirit of the team, the degree of unity of positions and goals, the ability to act harmoniously and effectively.

Also, by analogy with the studies of the previous subsection, it is useful to build a spectrum of cultures for the selected corporate cultures.

The following approach is promising and effective for research:

• - on the basis of statistical and expert analysis of the activities of participants in the relevant market, typical for the field of activity of the studied organization (in terms of internal and external conditions) and successful (reference) enterprises are selected;
• - a profile of organizational culture is built for each of them;
• - is the average (reference) profile, which is recommended for "imitation" in the near future;
• - the profile of the investigated organization is identified;
• - comparing the existing profile of the organization with the reference profile, determine the necessary directions for correcting the corporate culture of the organization.

Organizational culture- these are norms and values ​​that are shared by the absolute majority of members of an organization or an enterprise, as well as their external manifestations (organizational behavior).

Main functions:

• internal integration (gives a concept to all members of the structure about the form of their interaction with each other);
• external adaptation (adapts the organization to the external environment).

The process of forming an organizational culture is an attempt to constructively influence the behavior of personnel. Being engaged in the formation of certain attitudes, value systems among employees within defined organizational structure it is possible to stimulate, plan and predict the desired behavior, but at the same time it is necessary to take into account the corporate culture of the organization, which has already developed. Often, leaders, trying to form the philosophy of their organization, declaring progressive norms and values, even investing in it some means, do not get the desired results. This is partly due to the fact that actual values ​​and norms come into conflict with the implemented organizational norms. Therefore, they are rejected by the majority of the collective.

Elements of organizational culture

• Behavioral stereotypes (slang, a common language used by members of the organization; traditions and customs observed by them; rituals performed in certain cases).
• Group norms (patterns and standards that govern the behavior of members of the organization).
• Proclaimed values ​​(generally known and declared in the organization values ​​and principles that the organization adheres to and implements. For example, "the quality of products".).
• Philosophy of the organization (general ideological and even possibly political principles that determine the actions of the organization in relation to employees, clients, intermediaries).
• The rules of the game (rules of behavior for employees at work; restrictions and traditions necessary for the assimilation of all new team members).
• Organizational climate ("spirit of the organization", which is determined by the composition of the team and the characteristic way of interaction between its members, as well as with clients and other persons, quality mugs).
• Existing practical experience(techniques and methods that are used by team members to achieve specified goals; the ability to implement certain actions in certain situations that are passed on in the team from generation to generation and which do not require an obligatory written fixation).

Types of organizational cultures

The most popular typology was created by K. Cameron and R. Quinn. It is based on four groups of criteria that define the core values ​​of the organization:

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

Clan organizational culture. It implies a very friendly team, where its members have a lot in common. The divisions of the organization resemble large families. The leaders of the organization are perceived by its members as educators. The organization is inseparable due to tradition and dedication, inside the company attaches great importance to morale and team cohesion. Business success is defined as caring for people and feeling kind to consumers. With this type of organizational culture, teamwork and agreement are encouraged.

Adhocratic organizational culture. Includes active entrepreneurial and creative work. To achieve common success, employees are willing to take risks and personal sacrifices. The leaders of such an organization are considered innovators and risky people. The connecting element of the organization is a dedication to innovation and experimentation. The compulsory work on the front lines is emphasized. In the long term, the organization focuses on acquiring new resources and growing. Success is the production of unique products or the provision of new services. In this case, leadership in the market for services or products is important. The organization encourages creativity, freedom and personal initiative.

Hierarchical organizational culture. This type of organizational culture takes place in formalized and structured organizations. All activities of employees are controlled by procedures. Leaders are rational organizers and coordinators. The organization values ​​the maintenance of the main course of its activities. The unifying fact in it is the official policy and formal rules.

Market organizational culture. This type is dominant in result-oriented organizations. The main task is to fulfill the set goals. The employees of such an organization are always purposeful and constantly compete with each other. Leaders are tough competitors and tough administrators. They are always demanding and unshakable. The organization is united by the goal of always winning, for it success and reputation are the main values.

Along with levels and elements, types of organizational culture are highlighted. One of the most popular typologies proposed K. Cameron and R. Quinn... It is based on four groups of criteria that determine the core values ​​of the organization:

Flexibility and discretion,

Stability and control

Internal focus and integration,

External focus and differentiation.

Clan organizational culture: a very friendly place to work where people have a lot in common. Organizations (departments) are like large families. Leaders or heads of organizations are perceived as educators and even parents. The organization is held together by dedication and tradition. Its commitment is high. The organization emphasizes the long-term benefits of personal improvement, attaches importance to a high degree of team cohesion and a moral climate. Success is defined as feeling kind to consumers and caring for people. In this type of organizational culture, the organization encourages teamwork, human participation in business, and harmony. The organization is like a big family, linking all employees with dedication, friendship and tradition. When overdeveloped, it turns into an "irresponsible country club".

Adhocratic organizational culture (from Lat. Ad hoc - "on occasion"): a dynamic entrepreneurial and creative place of work. For the sake of common success, employees are willing to make personal sacrifices and risks. Leaders are seen as innovators and risk-takers. The bond of the organization is a dedication to experimentation and innovation. The need for frontline action is emphasized. In the long term, the organization focuses on growth and acquiring new resources. Success means manufacturing / providing unique and new products and / or services. It is important to be the market leader for a product or service. The organization encourages personal initiative, creativity and freedom.

Hierarchical organizational culture: a very formal and structured place of work. It is often referred to as a bureaucratic type of organizational culture. What people do is controlled by procedures. Leaders pride themselves on being rational coordinators and organizers. Maintaining the main course of the organization is valued. The organization is united by formal rules and official policies. Worker management involves a concern for job security and long-term predictability. Army culture, universities, industrial enterprises... The goal of such a company is to maintain stability and formalize relations. The role of procedures is important in the workflow.

Market culture. This type of organizational culture 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 organization is result-oriented, striving to win. In such companies, internal rivalry is encouraged. Good at the stage of rapid development, capturing markets.

table 2

The main characteristics of the four types of culture

Developed by Kim Cameron and Robert Quinn from Western organizations. With repeated practical use of this technology by the author, it has established itself as the most resource-saving, holistic and visual.

With all the visible differences between Western and Russian organizations, the common thing that makes them similar is striking. Organizations are forced to adapt to the environment, and organizational changes must be made in proportion to the depth and speed of environmental changes. The conditions in which organizations operate require a response, in the absence of which the organization ceases to exist.

Working with this methodology helps to identify the theoretical foundations of the typology of organizational cultures, to find out how the framework structure of competing values ​​that determine a particular type of organization is built.

This design is based on measurement and correlation organizational performance, characterizing the actual level of the state of the main indicators of the organization's effectiveness. At the same time, these indicators are the core values ​​of the organization, the focus of basic assumptions, orientations and values, those elements that form its organizational culture and by which it is possible to make a judgment about the company.

The key criteria were 39 indicators, which constituted the defining set of measures of organizational effectiveness. This list has been analyzed in order to establish certain patterns, or a group of indicators, characterizing certain types of corporate culture of organizations.

“These indicators made it possible to distinguish two main dimensions, one of which was the reflection of criteria that emphasize the characteristics of the level of flexibility, discretion and dynamism in comparison with the level of stability, order and control ...

The second dimension is the performance criteria that determine the level of internal orientation, integration and unity along with the level of external orientation and rivalry. Thus, some organizations can achieve maximum efficiency if they have the characteristics of inner harmony. Others, if the focus of their activities is set on interaction or competition outside their own boundaries ”(Fig. 3.1).

Rice. 3.1. Measurement scheme of organizational culture according to K. Cameron and R. Quinn

Thus, the first-dimensional continuum extends from organizational versatility and flexibility at one end to organizational resilience and longevity at the other.

Consequently, some organizations can be considered effective if they are distinguished by their ability to quickly adapt to changes in the external environment. The management of such organizations is constantly in search of new forms of management, quality standards, ways to optimize production technology and change the range of products or services produced. Other organizations can become effective if their forms of management are stable and predictable, and the production process is characterized by durability and constancy both in structure and in the range of goods or services produced.

The second-dimensional continuum extends from organizational cohesion and alignment at one end to organizational disunity and independence at the other.

Thus, some organizations can be effective if the focus is on the requirements for the smoothness, consistency and uninterrupted operation of all functional departments, whose employees are obliged to strictly follow the instructions and rules of the intra-organizational structure.

Other organizations should focus on professional competence, the abilities of individual employees, whose actions can increase the level of competitiveness of the organization in the market and ensure a quick response to changes in consumer preferences. By individually assessing the contribution of each employee to the final result of the organization's activities, providing an opportunity to independently choose the optimal form of work, management stimulates internal competition, revealing the intellectual and professional potential of each employee.

The two dimensions discussed above form four squares, each of which represents a clearly distinguishable set of organizational performance indicators.

These four groups of criteria define the core values ​​by which the organization is judged. Core values, lying on different edges of each continuum, reject each other, that is, flexibility contradicts stability, internal orientation - external orientation. As a result, both dimensions form squares that negate each other and compete with each other. Each of these squares has been named according to its most notable characteristics: clan, adhocracy, market and hierarchy(fig. 3.2).

Rice. 3.2. Frame construction. Models of organizational cultures by K. Cameron and R. Quinn

Each square represents a locus of basic assumptions, orientations and values, the elements that make up an organizational culture. Let's take a look at each of these types.

Hierarchical culture. The earliest approach to the treatment of organization in the modern era was based on the work of the German sociologist Max Weber. He proposed seven characteristics that were eventually recognized as the classic attributes of bureaucracy (rules, specialization, graded selection system, hierarchy, separate ownership, depersonalization, accounting). Compliance with these characteristics guaranteed high efficiency. They have been widely used by organizations whose main goal was to provide cost-effective, reliable, smoothly running and predictable product output. Clear lines of distribution of decision-making powers, standardized and formalized rules and procedures, control and accounting mechanisms were considered the key values ​​of success.

The applied principle of rationality (rational choice) ensures the progressive development and efficiency of the organizational system. And broadening the scope of the Principle of Influence dominates the ability to exploit innovation and organizational flexibility. Organizations with such a culture strive to ensure stability of functioning and progressive development by rationalizing management decisions, formalizing administrative, production and behavioral norms. The issue of compliance and adherence of employees to procedures, rules and job descriptions becomes strategically important. Career paths are predetermined by organizational hierarchy and occupation status. The stability and respectability of the employee's position is of no less value to the organization than his competence. The main problems of this organization that arise in the course of its functioning include the inability of this system to quickly adapt to changes in the external environment and the lack of flexibility of the management system.

Market culture. Another form of organization began to gain popularity in the late 1960s as companies increasingly faced new competitive challenges. This form of organization was largely based on the work of Oliver Williamson and Bill Ouchi. Organizational scientists identified an alternative set of activities that they argued could serve as the foundation for organizational effectiveness. They considered transaction costs to be the most important. This new design is called the market form of organization. Its focus is mainly on transactions with external customers, including suppliers, consumers, contractors, licensees, trade unions, legal authorities.

Profitability, bottom line, strength in market niches, extensible goals, and secure customer bases are the top priorities for companies. Competitiveness and productivity are the core goals that dominate in market-type companies. They are achieved through a strong emphasis on external positions and control.

Organizational structure and the management system is dynamic, changing depending on the nature and specifics of the goal or task facing the organization and employees. The organization easily adapts to changes in the external environment.

Clan culture got its name due to its similarity with a family-type organization. Clan-type forms are imbued with shared values ​​and goals, cohesion, complicity, individuality and a sense of the organization as “we”. They look more like large families than objects. economic activity... Instead of hierarchical rules and procedures or competing profitable market centers, typical characteristics of clan-type firms are teamwork, employee engagement programs, and corporate obligations to them.

The main basic assumptions in clan culture are that: it is best to cope with the external environment by organizing team work and taking care of improving the qualifications of employees; consumers are best perceived as partners; the organization operates in a business that creates a humane environment for the worker; the main task of management is to delegate authority to employees, demonstrate dedication and commitment to the organization.

Such companies are distinguished by a high degree of commitment, they emphasize the long-term benefits of personal improvement, they attach importance to a high degree of team cohesion, adherence to traditions and a moral climate.

"A person who is in the center of power must have intuition and be able to think in general categories."

Adhocratic culture formed as the world moved from the era of the industry to the era of information. Organizations with this type of culture most adequately respond to rapidly changing external conditions.

Key assumptions are that innovative and ahead of the time solutions are what drives success. The organization operates primarily in the areas of developing new products, improving services and preparing for future economic breakthroughs. Management's main focus is to accelerate entrepreneurship, foster creativity and front-line activities. Adaptation to the external environment and innovation lead to the acquisition of new resources and increased profitability, the emphasis is on foreseeing the future, and even some organizational anarchy is allowed. The attitude towards individuality is clearly expressed, risk and foresight of the future are encouraged.

The word "adhocracy" comes from the Latin expression ad hoc(on occasion) and defines a kind of temporary, specialized, dynamic organizational unit. The main goal of adhocracy is to accelerate adaptability, to ensure flexibility and creativity of employees in dealing with situations where uncertainty and ambiguity are typical.

In the long term, the organization focuses on rapid growth and the acquisition of new resources. Success means producing or providing unique and original products or services.

Using a systematic approach to considering the phenomenon of organization, it can be argued that organizations are, first of all, economic systems supported and serviced by the social part of its components. They are endowed not only with common features, but also with specific features that reflect the functioning of each independent unit, which, in turn, is an element of a system of a higher level of organization. This suggests that the problems of forming and implementing a culture model are solved differentially both at the macro level (on a national and regional scale) and at the micro level (that is, at the level of specific organizations, taking into account the existing organizational culture models and corresponding development trends).

The main resource is the skills and potential of individual employees, which make up the effectiveness of such organizations. The organizational structure and management system are dynamic, changing depending on the staffing according to functional positions.

However, it should be remembered that these typologies of organizations are "ideal and presented as a coherent system." In reality, an organization cannot belong to only one type, adopting the whole complex of properties that characterize only this type. This determines the complex of value orientations of the corresponding models of organizational cultures. Each organization must have the main characteristics of one type or another that will dominate. But this does not prevent it from having other, secondary factors that classify it at the same time as a different type of organizational structure.

Rather, it is about establishing the "backbone" factors of the organization's performance, which should be addressed Special attention... It is also necessary to concentrate efforts on measures to update them and, conversely, to identify shortcomings and incorrect directions of the organization's activities with a view to their subsequent correction.

A very friendly place to work where people have a lot in common. Organizations are like large families. Leaders and heads of organizations are perceived as educators and perhaps even as parents. The organization is held together by dedication and tradition. The commitment of the organization is high. She focuses on long-term benefits, personal improvement, and attaches importance to a high degree of team cohesion and moral climate. Success is defined in terms of feeling kind to customers and caring for people. The organization encourages teamwork, human participation in business, and consensus.

Critical points.

Team management.

Leader roles.

Accomplice

Mentor

Performance criteria.

Cohesion.

Moral climate.

Human resource development.

Management theory.

A dynamic entrepreneurial and creative workplace. People are willing to stick their necks and take risks. Leaders are seen as risk-taking innovators. The connecting essence of an organization is a dedication to experimentation and innovation. The need for frontline action is emphasized. In the long term, the organization focuses on growth and acquiring new resources. Success means manufacturing, providing unique and new products or services. It is important to be the market leader for a product or service. The organization encourages personal initiative and freedom.

Critical points.

Management of innovation.

Strategic management.

Continuous development management.

Leader roles.

Innovator... Personality is talented and creative, able to foresee changes. Leadership is based on anticipating a better future and supporting others in this. Innovation and adaptability to changing conditions are strongly encouraged.

Seer... A future-oriented person concerned with where the organization is going, focusing on its capabilities and assessing the likelihood of success. The hallmark of this leadership style is strategic planning and continuous improvement of ongoing operations.

Performance criteria.

The result is at the forefront.

Creation.

Management theory.

Innovation harbors new resources.

A very formal and structured place of work. What people do is controlled by procedures. Leaders pride themselves on being rational coordinators and organizers. Maintaining the smooth running of the organization is critical. The organization is united by formal rules and official policies. Her long-term concern is to ensure stability and a smooth performance in cost-effective operations. Success is defined in terms of reliability of supply, smooth cost schedules. Employee management is characterized by job security and long-term predictability.

Critical points.

Coordination management.

Leadership roles.

Instructor... Person who keeps track of details and knows the business. A well-informed technical expert. Leadership is based on information management. Documentation and information management are actively encouraged.

Coordinator... A person who is trustworthy, reliable, supportive of structure and work flow. Its influence is based on situational engineering, scheduling management, assignment allocation, resource allocation, etc. Stability and control are actively encouraged.

Performance criteria.

Profitability.

Timeliness.

Smooth functioning.

Management theory.

A results-based organization whose primary concern is the accomplishment of a given 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 shared concern. The focus of the prospect is tuned to competitive actions, the solution of the assigned tasks and the achievement of visible goals. Success is defined in terms of market penetration and market share. Competitive pricing and market leadership are important. The style of the organization is a tough line on competitiveness.

Critical points.

Leadership roles.

Fighter... The personality is aggressive and decisive, actively striving for solving problems and achieving goals, receiving a boost of energy in competitive situations. Achieving victory is the dominant goal, the focus is on external competitors and market position.

Problem maker... A person focused on thinking about tasks and making decisions, achieving results by hard work. Leadership is based on persistent and intelligent reasoning for getting things done. Productivity is actively encouraged.

Performance criteria.

Market share.

Achievement of the goal.

Defeat competitors.

Management theory.

Competition drives productivity.

The OCAI tool is designed to assess six key dimensions of organizational culture.

1. The most important characteristics of the organization.

2. General leadership style.

3. Management of employees.

4. The connecting essence of the organization.

5. Strategic goals of the organization.

6. Criteria for success.

Anyone in the organization can participate in the assessment. He is invited to give his opinion on the six dimensions listed above. The employee fills out the following questionnaire (subject to the recommendations for filling).

Each of the six questions has four possible answers. Distribute the scores on a 100-point rating scale among the four options in the ratio that best suits your organization. Give the highest score to the option that suits your organization the most. For example, if, when answering the first question, you think that option A is very similar to your organization, and options B and C are in some way equally characteristic for it, while option D is hardly characteristic of it, then give 55 points to option A, according to 20 points for options B and C and only 5 points for option D. Be sure to make sure that when answering each question, the sum of your points is 100. At the beginning of the questionnaire, be sure to write your position and total work experience in this organization.

Table 3.1. Application form

For each question, four possible options are offered, reflecting the state of the organization. The test taker is given the opportunity to distribute 100 points between the four options in the ratio in which they are present in the organization at the moment. Then you should repeat this operation, but the test taker, distributing 100 points, should be guided by an orientation towards the future, reflect the ideal, in his opinion, model of the organization. That is why two columns are provided for answers: "Now" and "I would like to".

Then the average number of points given to the test takers for each option A, B, C, D is calculated in digital equivalent. (The sum of all points for option A for all six questions, divided by the number of questions, is 6; the same calculation procedure for the remaining alternatives B, C and D.) This procedure is performed two times: for the "Now" answer column and for the answer column "I would like to".

After that, on the next form, on scales with numerical values, in accordance with the letter of the option (A, B, C, D), the points obtained after the aforementioned arithmetic calculations of the average for each option (A, B, C, D) ( (See Figure 3.3).

Subsequently, these points are connected by lines and take the form of an irregular quadrangle. Since the test indicates two columns of answers, then there should be two quadrangles. To avoid superimposing one quadrangle on another, points from the "Now" answer column should be connected with a solid line, and the points obtained during processing of the "I would like" answer column should be connected with a dotted line. The distinct differences in direction and shape of the quadrangles will show how real general position affairs in the organization requires changes, how radical they should be and in what plane should these changes lie. How does this become obvious?

The fact is that the tops of the quadrangles are located in certain zones (A, B, C, D), which correspond to certain types of crops. Each type of culture has its own characteristics: these are types of leadership, and performance criteria, and management theory, and much more.

All of the above graphical procedures should be repeated for each of the six questions in the test of the questionnaire, based on the original numbers obtained, with 100 points distributed over four options.

Rice. 3.3. Template for plotting graphical results for measuring and diagnosing the profile of organizational culture

This study will provide a detailed analysis of each of the six critical characteristic features specific organization. It will also make it possible to understand what should be paid special attention, which requires an early change, and will allow you to compare the current situation with the desired ideal model. Moreover, it is possible in as soon as possible pick up necessary tools and methods of reorganization in each direction.

For example, according to the results of the analysis, you can get the following graphic image (Fig. 3.4). (The actual state is indicated by the solid line; the desired state by the dotted line.)

Rice. 3.4. Organizational Culture Profile Graphic

As we can see, the tops of the corners are located in two squares at once, which indicates a bias towards the hierarchical model of the intra-organizational structure and at the same time about the same bias towards the market model.

During the clarification interview, the employee who completed the questionnaire indicated the following characteristics of the company.

A very formal and structured place of work. What people do is controlled by procedures. Maintaining the smooth running of the organization is critical. The organization is united by formal rules and official policies. Her long-term concern is to ensure stability and a smooth performance in cost-effective operations. Reputation and success are a shared concern. The focus of the prospect is tuned to competitive actions, the solution of the assigned tasks and the achievement of visible goals. Success is defined in terms of market penetration and market share. Competitive pricing and market leadership are important. The style of the organization is a tough line on competitiveness.

Critical points.

Control system management.

Competitiveness management.

Stimulating the activity of employees.

Customer service management.

Leadership roles.

Fighter... The personality is aggressive and decisive. Leadership is based on information management. Documentation and information management are actively encouraged. Achieving victory is the dominant goal, the focus is on external competitors and market position. Control and productivity are actively encouraged. Its impact is based on situational engineering, scheduling management, assignment allocation, resource allocation, etc.

Performance criteria.

Profitability.

Smooth functioning.

Market share.

Defeat competitors.

Management theory.

Control contributes to profitability.

Moreover, according to this employee, the following combination of basic organizational strategies and characteristics of the organizational structure, with the prevailing model of clan culture, can be considered more effective.

A very friendly place to work where people have a lot in common. The organization is more like a family. The leader and head of the organization are perceived as caregivers and perhaps even as parents. The organization is held together by dedication and tradition. The commitment of the organization is high. She focuses on long-term benefits, personal improvement, and attaches importance to a high degree of team cohesion and moral climate. Success is defined in terms of feeling kind to customers and caring for people. The organization encourages teamwork, human participation in business, and consensus.

Critical points.

Team management.

Interpersonal relationship management.

Managing the improvement of others.

Management of the development of culture.

Stimulating the activity of employees.

Leader roles.

Accomplice... Personality, people-oriented and process-oriented, resolving conflicts and seeking consensus. Leadership is about involving people in decision making and problem solving. Business participation and openness are actively encouraged.

Mentor... A caring and sympathetic person who understands others and shows concern for needs individuals... Leadership is based on mutual respect and trust. Morality and dedication are actively encouraged.

Performance criteria.

Cohesion.

Moral climate.

Smooth functioning.

Timeliness.

Management theory.

Participation builds dedication.

The rest of the characteristics and explanations of the example graphic image depend on the goals that the interpreter pursues. The number of such characteristics can be significant, as will be seen from the final description of the practical importance of conducting a study using OCAI technology.

Thus, relying on personal data, it is possible to construct a graphic image characterizing the state of affairs in the organization as a whole. You can also build graphic images, reflecting the main key factors of the internal organizational structure on six key dimensions: the most important characteristics of the organization, the general style of leadership, management of employees, the connecting essence of the organization, the strategic goals of the organization, criteria for success.

In doing so, practical instructions for guidance on culture profiles are presented in the form of affirmative characteristics of the personnel management process. The characteristics should reflect the skills and abilities required for a particular organizational model to the extent that it will be acceptable for the specifics of your organization and which will correspond to the graphic image you have constructed.

Management of innovation. Basis: Encouraging individuals to innovate, empower, grow creatively, and come up with new ideas without the hassle.

Encouraging others in your unit to generate new ideas and techniques.

Helping others obtain the resources they need to pursue their innovative ideas.

Free opportunity to speak up and propose a new idea; assistance in bringing the idea to the result.

Regularly come up with new creative ideas related to your organization's processes, products, or procedures.

Create an environment in which experimentation and creativity is rewarded and recognized.

Strategic management. Basis: communicating prospects to employees and supporting their implementation.

A clear vision of the possibility of future achievements.

Constantly reinforcing and communicating the vision of future team members.

Helping employees see the future, taking into account both potential opportunities and potential problems.

Developing a clear strategy to help your business unit successfully implement the shared vision.

Influencing the imagination and emotional state of others when it comes to seeing the future.

Continuous development management. Basis: orienting employees to their production activities for continuous improvement, flexibility and productive personality change.

Continuous work to improve the processes that are used to achieve the desired results and goals.

Facilitating the formation of a climate of continuous improvement of each unit.

Encouraging every employee in the department to continually improve or update everything they deal with.

Encouraging all employees to continually improve in the performance of their work.

Helping employees in your unit move towards improving all aspects of their lives, not just those related to work.

Competitiveness management. Basis: Maintaining competitiveness and an aggressive focus on exceeding the performance indicators achieved by competitors.

Setting ambitious goals that motivate employees to achieve performance beyond standard.

Enhancing a sense of competition to help members of their own unit perform tasks at a higher level than members of other units.

Encouraging team members to achieve world-class competitive performance in service or product manufacturing.

The belief that all workforce activities are focused on the best customer service.

Relief and elimination of the climate of aggressiveness and tension of energy in your unit.

Stimulating the activity of employees. Basis: motivation and inspiring influence on people in order to maintain their activity, the formation of the desire to make additional efforts and the desire to work energetically.

Motivating and encouraging team members to do their job better.

Persistent motivation for intense and persistent work and high productivity.

Empowering team members to accelerate the creation of a climate of common interest that energizes everyone.

Continuous monitoring of the strong and weaknesses the best manifestations of competitiveness in the organization and providing employees with information about the nature of the observations.

Creating a climate that encourages the desire of individuals to achieve higher performance indicators than the general ones determined by the demands of competition.

Customer service management. Basis: Maintaining a focus on customer service, engaging them in the company's business and anticipating consumer expectations.

Having regular or frequent personal contact with internal or external consumers.

Providing confidence that management is able to assess how well customer expectations are being met.

Increasing competition in each business unit, encouraging others to provide services or produce products that will surprise or delight consumers by exceeding their expectations.

Ensuring that each department constantly collects information about the needs and preferences of consumers.

Involvement of consumers in the process of planning and evaluating the work of departments.

Team management. Basis: Supporting efficient, cohesive, smooth operation using teamwork to ensure high rates activities of the organization.

Organizing people into cohesive, dedicated teams.

Security efficient distribution information and problem solving in each department.

Create an environment in which employee improvement and participation in decision-making are encouraged and rewarded.

Ensuring that sufficient attention is paid within each business unit to both task performance and interpersonal relationships.

When leading a group of workers, creating an atmosphere of cooperation and positive resolution of conflicts between its members.

Interpersonal relationship management. Basis: Supporting effective interpersonal relationships, including providing feedback, listening to people's opinions and resolving interpersonal conflicts.

The employees of the unit should share their problems with their immediate supervisors. And those, in turn, should strive to support their subordinates.

Subordinates should have constant feedback from management and be informed about the opinion of management about their work. By negatively evaluating employee performance, management motivates employee improvement, rather than provoking defensiveness or resentment.

Leaders should listen carefully to employees when they share their ideas, even if management disagrees with them.

Creating an atmosphere of trust and openness, demonstrating understanding of the point of view individuals who come to leadership with their problems or concerns.

Managing the improvement of others. Basis: Helping employees improve their performance, expand their competencies, and create opportunities for personal development.

Regularly encouraging subordinates to improve their management skills to achieve better performance.

Ensuring that employees are provided opportunities for growth and personal improvement in each business unit.

Delegation of authority to subordinates with the assignment of responsibility to them in order to provide favorable opportunities for their growth and personal improvement.

Active preparation of employees to move up the career ladder organizations.

Facilitate the establishment of a work environment in which employees, regardless of their position, learn from each other and help each other improve.

Management of the development of culture. Basis: helping employees to form an idea of ​​prospects, how to best tune in to work in the company, what are the culture and standards in the organization.

Ensuring that all employees are clear about the policies, values ​​and goals of the organization.

Ensuring that employees understand how their work relates to the work of others in the company.

Providing employees with the opportunity to gain experience that contributes to their socialization and integration into the culture of the organization.

Achieving a clear understanding of the members of each department of what specifically the leadership wants from them.

Establish honoring and rewarding rituals in each unit that reinforce the values ​​and culture of the organization.

Control system management. Basis: maintaining confidence that monitoring systems, procedures, measuring instruments are at the proper level and provide constant control over processes and performance indicators.

Close control over how each department is handling the case.

Confidence in the regularity of reporting and evaluations in each department.

Establishing a control system that provides confidence in the consistency of quality, service level, costs and productivity in the department.

Regular coordination of work with managers of different departments of the organization.

Use of a measurement system that continuously monitors processes and work results.

Coordination management. Basis: strengthening coordination both within the organization and outside it - with external organizations or managers, providing information to those outside the organization.

Interpreting and simplifying complex information so that it is accessible and used by the entire organization.

The use of rational systems analysis of management decisions (for example, logical analysis of the constituent parts of problems) to reduce the complexity of the questions.

Distribution of information outside the functional boundaries of the organization to facilitate coordination.

Maintain a formal system for collecting and responding to information that emerges elsewhere in the organization.

Initiating and building multi-functional or targeted teams that focus on important organizational tasks.

Practical relevance diagnostics and measurement of organizational culture using the OCAI technology can be characterized as follows.

1. Research conducted in six key areas reflects the real state of affairs in the organization. When comparing the results obtained, discrepancies in the position of the company's management with the opinion of managers, as well as the point of view of ordinary team members with regard to the expected and desired paths and scale of reorganization, immediately become apparent. As the practice of conducting this kind of research shows, despite the similarity in views and a common understanding of what the organization should strive for, the graphical expression of the research results is obtained in most cases in different ways, and in some cases this difference may even be shocking.

2. If the obtained results are brought up for collective discussion, then the debate will help to reveal the problems not discussed earlier in the team, the difference in the views of individual employees. At a general meeting of all team members, a common point of view, a common understanding of the situation should be developed and an ideal model should be displayed graphically. And it is this perfect model should become the goal of the work of the work collective. A collective discussion of the results of this study will help:

Develop a unified, maximally consistent point of view on the ongoing processes in the organization;

Outline goals for the near and distant future;

To develop strategic plan actions to implement the necessary changes;

Determine specific deadlines and appoint those responsible for the implementation of innovations and reorganization;

Develop an appropriate monitoring system for the implementation of tasks.

3. The main thing is that this study will help employees:

Learn to pose specific organizational questions;

Raise the issue of the organization's resources;

Will give the opportunity to work in a team;

Helps to more clearly understand the goals and values ​​of the organization;

Develop a general management strategy;

Stimulate the need to acquire new knowledge;

It will give an opportunity to show leadership and intellectual abilities to each employee, regardless of his status.

4. Comparison of the results obtained in the course of the research among the management staff and in the work collective will make it possible to:

Determine the basic needs of the personnel, as well as the elements of the personnel management strategy that, for one reason or another, do not suit the employees;

To formulate - with the help of the identified needs of the personnel and those that do not suit them - a list of organizational issues that require additional decoding and explanation for the work collective;

Identify management areas that require increased attention and a higher level of competence;

Compare the correlation between the organizational culture profile and the actual management style;

To develop, based on the identified and become obvious causes of conflicts in the team, the necessary methods for resolving these conflicts;

Develop a clear strategy of managerial behavior to implement the necessary changes;

Determine the dependence of the personal value system on the organizational one.

However, conducting this study alone cannot give a holistic and reliable idea of ​​what kind of measures are required to be taken by the organization's management in order to increase its efficiency and the efficiency of the work of its team.

Let's move on to the next step.

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