Problems of organizational culture at the enterprise. Problems of organizational culture. See also other dictionaries

Formation factors organizational culture

Of great importance for the formation of organizational culture at all stages of development is the personality of the head of the organization. The influence of the leader becomes especially strong at the stage of formation of the company or in cases where the leader has outstanding personal characteristics and leadership qualities.

Another significant factor in the formation of organizational culture is the external environment in which the organization operates. External factors naturally have an impact on the cultural characteristics of the functioning of the company. However, it should be noted that organizations operating in similar environmental conditions can vary greatly in a number of features and characteristics of their organizational culture.

Differences in the organizational cultures of companies are due to the problems they face in the process of forming their organizational culture, and different approaches to solving them. All problems associated with the organizational culture of the company and its formation can be divided into two groups - problems of external adaptation and problems of internal integration.

The problems of external adaptation of the company are associated with the company's search for its place in the market and adaptation to the conditions of an unstable external environment. External adaptation is a process of achieving organizational goals through interaction with factors and representatives of the external environment. In the process of external adaptation, the organization chooses methods for solving the tasks set, taking into account and with the help of environmental factors.

Remark 2

The problems of internal integration are related to the relationships within the organization between its members. Internal integration is the process of finding ways to effectively interact and joint work. In the process of internal integration, first of all, self-determination of both individual employees and their groups of various sizes up to the organization as a whole is necessary.

Problems of external adaptation

Mission and strategy - the organization needs to formulate its mission, identify the tasks that need to be solved to achieve it, and choose an appropriate action strategy;
Goals - the organization sets specific goals, coordinating them with the conditions of the external environment;
Methods - the company chooses the means to achieve its goals, adapting them to the conditions of the external environment, decides on organizational structure corresponding to the goals and objectives, and also develops a system of subordination;
Control - the company creates information system and formulates the criteria by which the organization's activities and environmental conditions are assessed;
Correction - the organization develops the types and forms of actions that need to be carried out to correct the chosen course and achieve goals in the event of a change in any conditions.

Problems of internal integration

Common language - the company needs to determine the methods of communication acceptable in its culture and the language of communication in order to ensure the coincidence of conceptual categories among members of the organization;
Group boundaries - the organization establishes criteria for belonging to a particular group, as well as to the organization as a whole;
Power and status - certain rules are formed in the organization for the acquisition, maintenance and loss of power, the distribution of employee statuses, the criteria for their assignment;
Personal relationships - the organization establishes the rules of social relationships that regulate their level, nature, acceptable degree of openness;
Rewards and punishments - the organization establishes criteria and boundaries for the desirable and undesirable behavior of employees and the corresponding sanctions and rewards;
Ideology - within the company the meaning of things that cannot be explained and controlled is determined, faith in the principles of the organization is a way to unite the team and relieve stress.

The formation of organizational culture, its content and individual parameters is influenced by a number of factors of the external and internal environment, but at all stages of the development of an organization, the personal culture of its leader largely determines the culture of the organization. This influence is especially strong if the organization is at the stage of formation, and its leader has outstanding personal and professional abilities. The external environment has a significant impact on the organization, which naturally affects its culture. However, as practice shows, two organizations operating in the same environment can have very different cultures. This is because, through their shared experience, the members of the organization deal with two very important problems in different ways. The first is external adaptation. The process of external adaptation and survival is associated with the organization's search for and finding its niche in the market and its adaptation to the constantly changing external environment. This is the process by which an organization achieves its goals and interacts with representatives of the external environment. In this process, issues related to the tasks being performed, methods for their solution are solved. The second problem is internal integration. The process of internal integration is concerned with establishing and maintaining effective work relationships among the members of an organization. It is the process of finding ways to work together and coexist in an organization. The process of internal integration often begins with the establishment of specifics in the definition of oneself, which applies both to individual groups and to the entire team of the organization. Often this leads to organizational differentiation.

Problems of external adaptation and survival:

1. Mission and strategy. Definition of the mission of the organization and its main tasks; choice of strategy to fulfill this mission.
2. Goals. Setting specific goals; reaching agreement on goals.
3. Facilities. Methods used to achieve the goals; reaching agreement on the methods used; decisions on organizational structure, incentive systems and subordination.
4. Control. Establishment of criteria for measuring the results achieved by an individual and groups; creation of an information system.
5. Correction. Types of action required in relation to individuals and groups that have not completed tasks.

Internal Integration Issues:

1. Common language and conceptual categories. Choice of communication methods; determining the meaning of the language and concepts used.
2. Group boundaries and entry and exit criteria. Establish criteria for membership in the organization and its groups.
3. Power and status. Establishing rules for the acquisition, maintenance and loss of power; definition and distribution of statuses in the organization.
4. Personal relationships. Establishment of rules about the level and nature of social relations in the organization between gender and age; determining the acceptable level of openness at work.
5. Rewards and punishments. Determination of desirable and undesirable behavior.
6. Ideology and religion. Determining the meaning of things that defy explanation and are beyond the control of the organization; faith as a stress reliever.

In any organization, its employees tend to participate in the following processes:

- distinguish from the external environment what is important and unimportant for the organization;
- develop ways and means of measuring the results achieved;
- find explanations for success and failure in achieving goals.

It should be noted that for companies tourism industry, especially hotel complexes, human resources are the basis of all activities. Therefore, the main task in the process of forming the organizational culture of the hotel is to create a single cohesive team that will be able to efficiently, quickly and kindly serve both its customers and its employees.

Being an integral part of the hotel product, the staff, in my opinion, should be very clear about what aspects hotel business he will face in his work and which of his colleagues can help him solve certain problems that arise when communicating with a client. For this personnel service should develop such an organizational culture that will maximize the improvement of communications between certain hotel services and staff awareness of the specifics of work hotel services and the changes that take place in them.

One of characteristic features hotel service is its intangibility. It cannot be touched, seen or heard until it is directly rendered. In order to give potential client some guarantee of the quality of the service, it is necessary to show him something tangible, material. Accordingly, increased attention should be paid to such methods of forming an organizational culture as the use of corporate symbols, slogans and declarations of management, creating the image of the staff and the entire hotel complex.

It is also necessary to create conditions to encourage good work with the client, to pay attention to the so-called "intra-corporate marketing". Accordingly, when developing the concept of the organizational culture of the hotel, preference should be given to the formation of such values among the staff as the priority of the interests of the client, cohesion, mutual assistance and a sense of belonging to one company.

Another specific characteristic of a hotel service is inseparability from the source and object of the service. In most situations, rendering hotel services requires the presence of both the one who provides them and the one to whom they turn out to be. Therefore, employees are part of the commodity sold. A hotel room may be beautifully decorated and equipped, but the unprofessional or even rude behavior of the maid will reduce the overall impression of the client from the hotel, and most likely his assessment will be negative. Consequently, the hotel management must monitor not only the state of their material resources, but also the state of human resources. This requires periodic inspections and certification.

The use of such a method of forming organizational culture as the reaction of management to the behavior of employees in a critical situation can be an effective means of eliminating negative impact to meet the needs of the client of such a characteristic of the hotel service as the variability of quality. In addition, attention should be paid to staff training and development programs that instill in employees a sense of pride in their hotel and job satisfaction.

The absence of an organizational culture in a particular hotel means that there is no mutual understanding between the employees and the management of the hotel, as well as between its ordinary employees. In such a hotel, an atmosphere of distrust and suspicion reigns, mutual assistance is excluded, since the basic motto of the enterprise is the primitive slogan "Every man for himself." The attention of the staff is more occupied with intrigues than with servicing customers who become hostages of the internal disassembly of the team. It is easy to assume that in a saturated market of hotel services such an enterprise will not be viable. There are still organizations on the Russian hotel market that neglect the creation of a healthy working climate. The management of such hotels relies only on the technical side of the service process. Why this becomes possible has been shown by special studies conducted by the specialists of the association “University of Hotel, Tourism and restaurant business which, in particular, led to the following conclusions:

one of the reasons for the lack of attention of directors hotel companies to personnel issues is the existing psychological barrier between managers and performers, which creates a situation of mutual misunderstanding and distrust;

excessive specialization complicates the organizational structure of hotels, leading to the fragmentation of a single mechanism into numerous services isolated from each other, in which their own subculture is often created and cultivated, based on a sense of false superiority of one unit over another;

lack of incentives for professional growth reduce the interest of personnel employed at the lower levels of customer service in improving labor productivity.

These findings are suggestive, because, as research shows, there is no alternative to organizational culture. The hotel staff should see behind each of their actions a certain - negative or positive - contribution to the overall financial results hotel activities.

Dialogue with the client the only way to a common goal, which is the organization of recreation, the most appropriate desire and capabilities of a particular buyer.

Thus, the provision of hotel services is a special type of business with rather specific characteristics that can become both a factor in the growth of the competitiveness of an enterprise and a reason for its failure. One of the factors successful use the above characteristics can become the formation and development in hotel complex such an organizational culture that will contribute both to improving the quality of services provided and to increasing staff satisfaction with their work

The formation of organizational culture, its content and external parameters is influenced by a number of factors of the external and internal environment. At all stages of the development of an organization, the personal culture of its leader largely determines the culture of the organization. This influence is especially strong if the organization is at the stage of formation, and its leader has outstanding personal and professional abilities. The external environment has a significant impact on the organization, which naturally affects its culture. However, as practice shows, two organizations operating in the same environment can have very different cultures. This is because, through their shared experience, the members of the organization deal with two very important problems in different ways.

The first is external adaptation. The process of external adaptation and survival is associated with the search for and finding by the organization of its niche in the market and its adaptation to the constantly changing external environment. This is the process by which an organization achieves its goals and interacts with representatives of the external environment. In this process, issues related to the tasks being performed are solved by the method of solving them.

The second problem is internal integration. The process of internal integration is concerned with establishing and maintaining effective work relationships among the members of an organization. It is the process of finding ways to work together and implement within an organization. The process of internal integration often begins with the establishment of specifics in the definition of oneself, which applies both to individual groups and to the entire team of the organization. Often this leads to organizational differentiation.

Problems of external adaptation and survival:

· Mission and strategy. Definition of the mission of the organization and its main tasks; choice of strategy to fulfill this mission.

· Goals. Setting specific goals; reach agreement on goals.

· Facilities. Methods used to achieve the goals; reaching agreement on the methods used; decisions on organizational structure, incentive systems and subordination.

· Control.

· Correction. Types of action required in relation to individuals and groups that have not completed tasks.

Internal Integration Issues:

· Common language and conceptual categories. Choice of communication methods; determining the meaning of the language and concept used.

power and status. Establishing rules for the acquisition, maintenance and loss of power; definitions and distribution of statuses in the organization.

· Personal relationships. Establishing rules on the level and nature of social relations between sex and age; determining the acceptable level of openness at work.

· Rewarding and punishment. Definitions of desirable and undesirable behavior.

· Ideology and religion. Determining the meaning of things that cannot be explained and are not subject to the control of the organization; faith as a stress reliever.

In any organization, its employees tend to participate in the following processes:

1. highlight from the external environment what is important for the organization;

2. develop ways and means to measure the results achieved;

3. find an explanation for success and failure in achieving goals.

It is noted that employees need to develop acceptable ways to communicate to representatives of the external environment information about their real opportunities, advantages and successes. Some companies organize trips of their employees for these purposes both to the enterprises of customers and to the enterprises of suppliers. It is also important that the organization knows when to fail. To do this, individual companies, when developing new projects, set milestones at which, due to failure, the project is curtailed. This is officially provided for in the project document.

The formation of organizational culture, its content and its individual parameters is influenced by a number of factors of the external and internal environment. At all stages of the formation of an organization, the managerial culture of its leader can largely determine the culture of the organization. To a very large extent, the influence of the leader and founder of the company on the formation of culture is manifested if he is a strong personality, and the organization is just being created.

It can also be said that a significant influence on the formation and maintenance of culture, along with its regulation, has a leadership style, which is usually understood as a set of typical, most stable methods of practical activity of managers. Leadership style largely determines the overall (corporate) style of the organization. The external signs of this style are reflected in the symbols of the organization: logo, flag, emblem, corporate clothing, trademarks, etc.

However, in modern conditions, the influence of managers, as analysis shows, is provided not so much by the power of the administrative machine, but by common values shared and implemented by employees of the organization and predictable reactions of managers to rapidly changing business conditions. In this regard, the ability to influence becomes very important for leaders. Intellectual leadership today is no less important than administrative or charismatic. And a lot of it depends on the level of personal culture of the leader. The formation of a certain culture in an organization is also associated with the specifics of the industry in which it operates, with the speed of technological and other changes, with the characteristics of the market, consumers, etc., it is known that the company of industries " high technology» it is inherent to have a culture that contains innovative cultural values and a belief in change. However, this trait can manifest itself differently in companies in the same industry depending on national culture within which the organization operates.

An analysis of the factors in the formation of organizational culture shows that it is the subject of development and change throughout the life of the organization. At the same time, due to deep basic assumptions and their stability, these processes proceed gradually and evolutionarily rather than radically and revolutionary. The formation of culture in an organization can manifest itself differently in a company in the same industry, depending on the national culture within which a particular company operates.

Integration

Integration is the process of combining the efforts of various subsystems to achieve the goals of the organization. Integration is inherent in any system, including a person.

The most important condition for ensuring the effectiveness of the reorganization is the unity of purpose both in the planning process and in the organization process.

In order to effectively integrate an organization, managers must constantly keep in mind common goals organizations and just as constantly remind all employees of the need to focus their efforts precisely on common goals.

There are several methods for effective integration. The choice of the appropriate integration method depends on the environment in which the organization has to operate. One of them is to develop appropriate rules and procedures.

The method is effective only under conditions of a relatively stable and predictable external environment.

Distinguish between horizontal and vertical integration.

Horizontal Integration is an association structural divisions one or more enterprises of the same activity profile, which allows you to pool resources and achieve common goals through joint efforts.

Vertical integration is carried out by expanding the scope of the enterprise in order to reduce costs and strengthen control over value added flows. Companies in some industries are highly vertically integrated.

IN distinguish between external and internal integration.

External integration is carried out by combining the efforts of several organizations or enterprises.

Internal integration is carried out own resources organization or firm and affects only its structural divisions.

The main forms of enterprise integration that have been developed in modern conditions:

corporation - an organization created to protect the interests and privileges of its members and forming an independent entity;

holding - an organization that owns controlling stakes in other companies in order to exercise control and management functions over them;

Consortium - one of the forms of associations created on the basis of an agreement between several banks, enterprises, companies, firms, research centers, states for the joint conduct of large financial transactions for the placement of loans, shares or the implementation of science and capital-intensive projects, including international ones.

Modern management represents the variety of forms of integration that an organization can use to achieve its goals.

Conclusion

In conclusion, it can be noted that the organization is increasingly dependent on its culture.

Organizational culture represents a set of the most important offerings, values, and symbols shared by the members of an organization. stand out different levels organizational culture: superficial, sub-surface and deep. It can also be said that organizational culture is not a monolith, but consists of the prevailing culture, subcultures of groups and countercultures that strengthen or weaken the culture of the organization as a whole. The development of organizational culture involves its formation, maintenance and change.

The formation of culture occurs in the conditions of solving two important problems by the organization: external adaptation and internal integration. The formation of culture in the organization is influenced by the culture of society, within which, this organization functioning.

Organizational culture is supported by what attention is paid to, how the activities of members of the organization are evaluated and controlled, ways of responding to critical situations - role modeling and staff training, motivation criteria, as well as criteria in personnel work. Changes in behavior can lead to changes in the culture of the organization, and vice versa.

Organizational culture contributes to a favorable socio-psychological climate in the team, ensures the strength, viability and longevity of the organization. And if the organization has a high degree of compatibility of strategy and culture, then it can be argued that such an organization will be successful.

List of used literature

1. Druzhinina Z.G. Management is the most important. - St. Petersburg: Peter, 2007, - 327p.

2. General management: the basis of an electronic textbook: textbook. allowance for students / S.S. Tsukarev, S.P. Kretov, O.S. Krasnov and others - 2nd ed., corrected. And extra. - Novosibirsk: Nauka, 2006. - 444 p.

3. Shane E. Organizational culture and leadership. - St. Petersburg: Peter, 2006, p. fourteen

4. http://www.management61.ru/index.php?do=static&page=83teoro

5. http://vsempomogu.ru/economika/microeconom/810-48.html

http://www.management61.ru/index.php?do=static&page=83teoro

Shane E. Organizational culture and leadership. - St. Petersburg: Peter, 2006, p. fourteen

General management: the basis of an electronic textbook: textbook. allowance for students / S.S. Tsukarev, S.P. Kretov, O.S. Krasnov and others - 2nd ed., corrected. And extra. - Novosibirsk: Nauka, 2006. - 444 p.

Druzhinina Z.G. Management is the most important. - St. Petersburg: Peter, 2007, - 327p.

http://vsempomogu.ru/economika/microeconom/810-48.html

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INTRODUCTION

On the present stage the relevance of the study of the culture of the organization increases with the tightening of competition, with a shift in emphasis competition from technology to intelligence, mergers and acquisitions of some companies by others, the desire to develop new business areas, with the globalization of the economy and the formation of a single economic space. Complexity methodological assessment, multidisciplinarity, its unique interactive nature create certain problems in the study of the culture of the organization. From a practical point of view, the culture of the organization is the "soul" of the company, makes it possible to competently and effectively manage the organization, is a new direction, little studied in Russia. In place of such universally recognized values as discipline, obedience, hierarchy, power, others come: participation, self-determination, collectivity, disclosure of personality, creativity, intellectual capital. Companies with a well-developed culture are the fastest to rise and develop.

The main idea of the book is the accumulation of scientific ideas about the most likely directions for the development of an organization's culture, as well as the development of methodological provisions and applied results aimed at shaping an organization's culture, its diagnosis and management of both corporate culture and its changes.

This book uses the terms "organizational culture", "organizational culture", corporate culture". There are dozens of definitions for these concepts. Their analysis shows that each of them has its own phenomenology, which the authors did not set out to investigate.

The term "organizational culture" includes the concepts of "organizational culture" and "corporate culture" and performs system-forming functions aimed at improving the efficiency of management and human activity at each workplace and the company as a whole, as well as the growth of indicators of the final results of its activities.

The main goal of the formation and management of the culture of the organization is the disclosure of human potential and its organizational capabilities.

Since talented people as an intellectual resource are an integral part of the resources used by the company, and resources must be managed, the authors of the book offer their own vision of managing a creative team and talented people.

Ethics 1

BUSINESS ETHICS AND CORPORATE CULTURE

1.1. Business ethics and economic culture

“... Ethics should be extended to everyone and everything. Ethics must be in everything, no matter what happens in the company. It must constantly serve as a guide to action. You can't be a little ethical or ethical when it suits you. Ethics is absolute.

In an era of emotional attachment and abundance, ethics is a powerful competitive weapon. It can become a source of differentiation, since it is very rare that this area is completely captured by competitors.

Nordstrom K., Ridderstrale J. Funky business

- a system of norms of moral behavior and duties of people in relation to each other and society as a whole.

Ethics business relations is a system of universal and specific moral requirements and norms of behavior implemented in professional activity. It includes:

ethical assessment of internal and foreign policy organizations; moral principles of the members of the organization; moral climate in the organization; business etiquette.

Each company has a certain system of universally recognized moral procedures (norms, values, knowledge) that are mandatory for all employees. Core corporate ethics is formed by the founders of the organization and is directly related to their life experience and worldview. The reputation and authority of the leader, the effectiveness of his work are perceived by subordinates as a given, and they begin to imitate him to one degree or another. Any person who decides to become an entrepreneur, that is, to start his own business, enter the world of business, for this reason alone is an extraordinary person. And the qualities of this personality begin to be realized, projected onto the organization he creates. It is in human interaction that corporate ethical values are formed.

The Ethical Principles for Conducting Business2 were developed by the World Business Roundtable. This structure was founded in 1986 by businessmen from the USA, Europe and Japan. The Round Table created a set of rules based on the ideology of Japanese corporations (the term "kyosei" is adopted to denote this ideology - literally translated "to live and work together").

Principle 1. Companies have obligations not only to shareholders, but to all those who directly or indirectly participate in the business. The value of business for society lies in the fact that it provides material well-being.

1 Aristotle defined the concept of "ethics" as "the virtues or virtues manifested in human behavior" and believed that ethics "helps to know what should be done and what should be abstained from."

2 Based on materials from the Washington ProFile agency (USA).

the state and employment of the population, and also provides quality goods and services to consumers at affordable prices. Businesses have a role to play in improving the lives of their customers, employees, partners, and investors by giving them a share of the wealth they create together. Suppliers and competitors also have the right to expect to be treated fairly and fairly. As conscientious members of society, businessmen have a share of responsibility for how regions, countries and the whole world will look like in the future.

Principle 2. Companies should contribute to the social progress of the countries in which they operate by ensuring effective production activities and helping to improve the well-being of the inhabitants of these countries. Companies must contribute to the economic and social development through prudent use of resources, free and fair competition, and improvements in technology, production methods, etc. Business should have a positive impact on education, human rights, and the general health of the countries in which it operates.

Principle 3. trade secret has a right to exist, but a businessman must understand that sincerity, goodwill, honesty, the ability to keep one's word and openness not only contribute to strengthening reputation and stability, but also ensure the clarity and efficiency of transactions, especially at the international level.

Principle 4: In order to avoid friction and ensure free trade, and to create equal opportunities for competition, a fair treatment of all business participants, a businessman must respect the laws. In addition, he must recognize that some actions, even if they are legal, may have undesirable consequences.

Principle 5: Companies should work together to ensure progressive and legitimate trade liberalization and the relaxation of local restrictions that hinder trade in general, while respecting the political objectives of each country.

Principle 6: Companies should protect and, wherever possible, improve environment prevent wasteful use of natural resources.

Principle 7: Companies should not engage in activities that condone bribery, money laundering or other corrupt practices. Trade in weapons or other materials for conducting terrorist activities, drugs, as well as participation in other types of organized crime is unacceptable.

The ethics of national management is formed by joint efforts in the sphere of the state, business circles, trade unions, civil society and the church1.

1 VII World Russian People's Council on the theme "Faith and Labor: Spiritual and Cultural Traditions and the Economic Future of Russia", held in 2002, in the final document

In the conciliar speech, he declared that the development of an ethics of national economics based on Orthodox values is the most important task for modern Russia.

Culture is a combination of industrial, social and spiritual needs of people or a high level of something, high development, skill1. There are many more definitions, but they all boil down to the fact that culture is a concept that integrates various aspects of life, activities, behavior of people, their associations, society as a whole at a certain historical stage of its development.

Any culture, including corporate (organizational), contains two main aspects: values and procedures. Values are ethical ideals, qualities that are the highest moral categories. Procedures are formally fixed and unwritten rules of conduct based on specified values.

Currently, the terms "enterprise culture", "enterprise (firm) culture", "economic culture", "corporate culture", "organizational culture" are used. All these are identical concepts, which are understood as the spiritual life of people in an entrepreneurial environment, in an organization, their ideological moral state, feelings, thinking and actions2.

Economic culture is a kind of projection of the economy onto the sphere of culture; the converse statement is also true, according to which it is a projection of culture onto the sphere of the economy. In other words, the cultural component economic activity(economic culture) is inseparable from this activity itself, is its necessary prerequisite and is able to actively influence it, enhancing or slowing down the development of the economy. In the same way, it can be argued that the economic component of culture (economic culture) affects the entire cultural environment of a given society (including science, art, religion), and directly, directly affects those areas of culture that are most closely related to economic culture (such are legal and political culture).

Towards economic activity cultural environment is divided into external and internal.

External cultural environment is an integral part of the macro environment that influences the behavior of business entities.

Internal cultural environment refers to the microenvironment of a business entity and is relevant both to the firm itself and to the partners with whom it interacts.

The composition of the cultural environment is characterized by a combination of factors, which include politics, technology, education, art, values and attitudes, religion, language, jurisprudence, social status (Fig. 1.1).

1 Ozhegov S.I. Dictionary of the Russian language.

2 Anikeeva N.P. Teacher about the psychological climate in the team.-M.: Enlightenment, 1983.- 235s.

Figure 1.1 - The composition of the cultural environment

Politics is a well-known category, but not all managers take into account the possibilities of this factor of culture in the organization. Studying policy can help understand the potential for a country's public contribution to a firm's business climate. The stability of the political climate, the characteristics of groups, parties that support foreign business or hinder it, the degree of influence of each of these groups - these are the factors that make it possible to assess the degree of entrepreneurial risk in political terms.

Technology is a field of precise concepts, methods, measurements and knowledge. The study of the technical level of the business environment can provide information about the level of development and potential of the market, the degree of development of its infrastructure, the degree of urbanization and the development of "industrial values", as well as identify attitudes towards science and innovation, establish scientific potential, the possibility of conducting scientific research. research.

Education and art, their level and profile are rarely taken into account in the organization. Comparative analysis These cultural factors can help in the study of literacy and its impact on technical and vocational training, as well as on the effectiveness of market relations and economic relations. In addition, the educational level forms the attitude towards values, which should be taken into account in the formation and development of economic activity.

Religion has a great influence on economic activity. All major religions - Buddhism, Islam, Christianity, etc. - have several varieties, confessions (for example, Catholicism and Protestantism in Christianity). A peculiar view of the world and true values, the performance of religious rites can stimulate or hinder the desire for change, the use of new methods in entrepreneurship. For the successful implementation of economic activity, it is necessary to take into account the development, role and characteristics of religion in each country where it is planned to organize a business.

It might be useful to read:

Problems of organizational culture at the enterprise. Problems of organizational culture. See also other dictionaries

Problems of external adaptation

Problems of internal integration

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INTRODUCTION