Functions of organizational culture in the discipline of change management. • Changing organizational culture

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MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

FEDERAL STATE BUDGET

EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

"DON STATE TECHNICAL UNIVERSITY"

DISCIPLINE: Organizational Behavior

Changing organizational culture

Completed by: student gr. FM 5-1

Chebotareva A.V.

Rostov-on-Don

Introduction

1. Organizational culture personalities

2. Preconditions for cultural change. Preparing for Change

3. Changing the culture of the organization

Conclusion

List of used literature

INTRODUCTION

Viewing organizations as communities sharing a common understanding of their purpose, meaning and place, values and behavior has given rise to the concept of organizational culture. The organization forms its own image, which is based on the specific quality of the products produced and services provided, rules of behavior and moral principles employees, reputation in the business world, etc. This is a system of generally accepted ideas and approaches in the organization to the organization of business, to the forms of relationships and to the achievement of performance results that distinguish this organization from all others.

Organizational culture is a new field of knowledge that is part of the series of management sciences. It also emerged from a relatively new field of knowledge - organizational behavior, which studies general approaches, principles, laws and patterns in the organization.

By definition, organizational culture that develops over many years is the most stable cementing element of an organization. However, it is also undergoing changes. Firstly, organizational culture evolves naturally under the influence of changes occurring in the external environment. Second, organizational culture can be deliberately changed by management or another influential group of employees. This process is extremely complex and time-consuming, requiring extraordinary leadership qualities, perseverance, patience, strategic thinking from the people who manage it. Change is an action during which various transformations occur in our lives. When talking about changing the culture of an organization, one should be aware that it entails a change in the behavior of each member of the organization and his unique personality. general psychology. Typically, leadership groups mean that this will affect them personally, but in relation to themselves they only mean general phrases like: “devolve more power to subordinates,” “pay more attention to innovation,” etc. These changes are not intended by managers to be systemic changes and, of course, exclude any interference in their own unique psychology.

Very little research has been done in the area of culture change. Largest quantity The available information comes from individual studies of how individual organizations were or were not able to change organizational culture and from the words of consultants based on their accumulated experience. Organizational culture is a system of socially progressive formal and informal rules and norms of activity, customs and traditions, individual and group interests, behavioral characteristics of personnel of a given organizational structure, leadership style, indicators of employee satisfaction with working conditions, the level of mutual cooperation and compatibility of employees with each other and with the organization, development prospects.

1. ORGANIZATIONAL CULTURE OF PERSONALITY

Man forms the basis of any organization, which itself is created for man. The range of organizational culture that a person brings to an organization is very wide, it is determined by the uniqueness of each person. What explains the uniqueness of the individual? Each person has a unique and unique set of genes. A gene is a unit of hereditary material responsible for the formation of any elementary trait. The totality of all the genes of an organism constitutes the human genotype. Genes are very stable and retain their properties in several generations of people. The genetic base is unique to each individual and explains some of the differences among people.

Individuals caught in the cycle different environments, subcultures and institutions, can change individual gene codes temporarily, permanently or episodically. These effects are stronger for some and weaker for others. They act in direct and opposite directions. Genes are influenced by differences in organizational environment, reward systems, job design, leadership style, etc.

The peculiarities of a person’s organizational culture are that it is a function of the individual’s individuality and the environment. In addition, behavior, personality and environment mutually influence each other.

The structure of personality is analyzed in various publications in different aspects:

1) as direct, independent impermanence. Behavior is based on the highest priority personal interests that do not coincide with the priorities of the organization’s interests;

2) as an indicator of change. The indicator changes the strength or direction of the influence that an independent change has on a dependent one. The reaction of a subordinate to management influences in a formal or informal organization serves feedback, which can enhance or weaken the nature of the influence;

3) as dependent changes. Prolonged exposure to strong organizational forces influences people to change. The personality is close to an exaggerated stereotype; for example, when a person is forced to adhere to strict rules for a long time, a disposition towards them is formed;

4) as part dynamic system mutual influences. Environmental influences can subsequently significantly affect a person's behavior in a positive or negative direction. People who exercise greater self-direction and are intellectually flexible are more likely to seek and achieve high levels of self-improvement in the natural development of a set of genes.

A person’s organizational culture is influenced by habits and inclinations, needs and interests, Political Views, professional interests, moral values, temperament.

A stable, permanent character trait of a person is stubbornness. Some people are more stubborn than others. Is it possible to measure this or another personality parameter? Today there are no units of measurement yet, but it is possible to evaluate their manifestation in comparison with other people.

The most common method used to assess personal characteristics is self-report based on questionnaire questions and its expert assessment. The survey questions may be as follows:

If you are interrupted by something, do you return to it quickly or depending on your interest in it?

Does it irritate you when you have to put off something you started?

The most important personality trait is honesty and decency, which have a significant range of manifestations. It is believed that a person who is more honest when paying income taxes will also be more honest when taking exams, filling out job applications, and playing cards.

A person’s OK is based on the following personality traits:

Positive reactions to people in power. Power is a necessary phenomenon in organizations. To be effective, a leader must have a personal approach to avoid negative reactions to those in power. The individual must respect authority as a mandatory attribute of leadership;

Desire to compete. Limited resources are a common occurrence in organizations. Workers at all levels must compete with other similar workers to find the best solution in allocating resources: personnel, materials, budget, equipment. Competition can manifest itself in the sale of products, negotiations, lobbying, debates;

Ability to persuade. The role of personality requires that a person often express his thoughts and speak publicly. He must be convinced of his ideas and opinions, this makes it possible to exercise influence;

The desire to play the role of an informal leader. The individual must strive to stand out from others in various fields activities. A person must play roles. How more roles can master a personality, the higher its level of organizational culture;

Tolerance for routine administrative work. Management positions at any rank require the individual to devote a certain amount of attention to calculations, paperwork, representational functions, reading and responding to correspondence, and phone calls. A person may be dissatisfied with such duties, but must accept them as a necessary duty. A manifestation of a negative personality state can be frustration, i.e. persistent disorganization of human consciousness and behavior (spontaneous aggressiveness), which occurs with prolonged repression of basic human needs. The state of frustration can only be overcome with the help of psychologists.

You can form a positive set of qualities by learning this.

However, there is a set of restrictive situations that prevent the achievement of this goal. Among them:

The constancy of the interpersonal environment of a person and social groups,

The obligation to comply with certain rules of conduct,

Low sustainable level of cultural environment of people and social groups,

Features of the geographical environment.

2. PREREQUISITES FOR CULTURAL CHANGES. PREPARE FOR CHANGES

Over time and under the influence of circumstances, culture can undergo changes. Therefore, it is important to know how to make changes in such a series. Methods for changing an organization's culture are consistent with methods for maintaining culture. This:

· change of objects and subjects of attention on the part of the manager;

· changing the crisis or conflict management style;

· redesigning roles and changing focus in training programs;

· changing incentive criteria;

· change of emphasis in personnel policy;

· change of organizational symbols and rituals.

The preparatory stage of changes includes:

· awareness of the need for change (determining the need for change, often caused by external factors affecting the organization);

· determination of the levels at which change occurs: individual, group, departmental, organizational - and the likely degree of complexity with which the implementation of the change will be associated;

· identification of forces that promote and constrain organizational change;

Determination of the probable degree of resistance, possible reasons such resistance and ways to overcome it;

· choosing an appropriate change strategy within which the change can be effectively managed.

Having passed this preparatory stage, you can move on to the change process - the change program - and evaluate how successfully you managed to carry out this process.

K. Levin in the process of change identifies the main stages of its implementation:

· defrosting;

· changes;

· freezing;

· grade.

In the first stage, the main problem is to identify and overcome initial resistance and to get people to accept new image thoughts (belief system) necessary to effect change. The main problem in the second stage is implementing the change, and this requires very careful planning. The task of the penultimate stage is to ensure that the change becomes permanent. It is at the third stage that it should be formally and informally consolidated, i.e. it needs to be wholeheartedly accepted by the people concerned and become part of the organization's culture. It is in the third stage that innovation is most at risk. The last stage The program for implementing change is the evaluation phase. It is very difficult to evaluate. However, if the goals are carefully defined and the means to achieve them are clearly described, then evaluation is possible, although not easy to do.

The change for managers is of extreme importance. It is the main element of the activity of every leader. A manager must be able to manage change. An effective manager is one who is able to recognize when change is desirable and when it is inevitable, and who is then able to make anyone concerned feel that they will benefit from that change if they do not resist it. There is consensus that if you take an active rather than passive approach to change, you will receive a positive rather than a negative reaction.

The changes are important element our lives, occur frequently, and their number tends to increase. Often we find ourselves caught up in the process of change at work, either as its initiators or as the unfortunate victims of other people's efforts. It is very difficult for us to come to terms with it because change may be completely unpredictable or inevitable.

There are a number of challenges to implementing culture change. In particular, these difficulties arise from resistance to cultural change. This becomes clearly noticeable when changes begin to affect the deep content of organizational culture (basic assumptions, beliefs and values). It is noted that carrying out radical and rapid changes in the content of organizational culture occurs with great difficulties and is more painful than carrying out slow changes. A similar relationship is found when implementing changes in organizations with strong and weak organizational cultures. In general, the degree of resistance to changes in the culture of an organization is proportional to the magnitude of changes in content, i.e. the degree of their radicalism and the strength of the prevailing culture in the organization.

For managers who are extremely busy solving many problems, introducing a change can result in a doubling of the workload. However, it is not at all necessary that the introduction of changes will be accompanied by a negative reaction. In an ideal situation, introducing change provides an opportunity for real creativity. There is a lot to learn from the process of change. Also, think about what could happen if you don't make these changes?

The types of changes are varied:

· · updates (revision) job descriptions, employees in terms of subordination and contacts;

· · introduction new technology and technology;

· · change in organizational structure;

· · dismissal of workers;

· · expansion of responsibilities;

· · new system wages;

· · transition to another operating mode, etc.

It should be noted that changes in behavior can lead to changes in culture, and vice versa. However, this happens inevitably or automatically. This is due to the role played in this process by the “transmission” of culture and the rationale for behavior. Depending on the situation, the relationship between changes in behavior and culture in one direction or another can be revealed over a period measured from several months to several years. Therefore, it is important for analysis to distinguish between cultural change and other organizational changes and examine them simultaneously. There are three possible combinations of behavioral and cultural changes in an organization.

In the case of the first combination, changes in culture occur without changes in behavior. In this case, employees can change one or more beliefs or values, but they are unable to change their corresponding behavior. Some people believe that smoking is harmful, but cannot quit smoking. IN commercial organizations people change their basic assumption about influence external environment However, they lack the appropriate knowledge, skills and abilities to change behavior.

In all these and similar cases main problem is that people in the organization do not have the abilities and training required to change behavior in these conditions. As practice shows, this problem can be solved more quickly through learning (learning from one’s mistakes) in the organization than outside it.

The second combination is behavioral changes without cultural changes. In this case, one or more members of the organization, and perhaps even a group or groups of workers, may be convinced that organizational change must occur, although individual workers may not want it. Depending on the status and influence of the former, changes in the organization can occur in the direction they intended. Opponents of change will formally be forced to follow the chosen course for change and even accept new symbols, but internal disagreement will prevent the translation of the new into the basic terms of organizational culture (assumptions, beliefs and values). Thus, now many commercial organizations employ people of the “old school”, conscientiously performing their work at a professional level in new conditions, but at the same time maintaining the old worldview.

The main problem in this case is the lack of commitment and consistency in translating one's formal behavior into terms new culture, figuratively speaking, into a habit. People change their formal behavior either because they are afraid of losing the compensation they are receiving, or they get satisfaction from being able to adapt to a new state of affairs, and not because they actually deeply believe and value what they are being asked to do.

The third combination is that changes occur in the field of behavior and in the field of culture. It's a situation of constant change in the sense that people truly and truly believe in and value how they do their jobs differently. Consistency arises from the fact that each side (behavior and culture) mutually reinforces and supports each other. This, in turn, develops inner satisfaction due to the fact that people actually increasingly value change and believe in it, changing their behavior further.

It is widely known that many creative teams in science, education and art, operating on a free commercial basis, largely achieved their success due to the above circumstances, believing in their ability to do things in a new way and achieving internal agreement with this through the adoption of a new culture.

Changes in culture can either precede or follow changes in behavior. The first occurs when there is clear evidence that the new underlying assumptions are significantly superior to the existing ones. In this case, one thing is required of people - the acquisition of new knowledge, competence and skills necessary to develop appropriate patterns of behavior.

In the same case, when there is no clear evidence of the benefits of new assumptions, cultural changes are likely to follow behavioral changes. There may also be a situation in which changes in culture may occur much later after changes in behavior, or may even never occur. Experts recommend that managers who find themselves in similar situation, “seize the moment.” If managers cannot do this themselves, then the services of consultants should be used. In both cases, a “change agent” is required to intervene in the process of influencing the desired cultural changes. In this case, the following two approaches are possible:

· · get people in the organization to accept new beliefs and values;

· · inclusion and socialization of new people in the organization and dismissal of people.

When changes in behavior occur in an organization, it is not difficult to determine this, since everything seems to lie on the surface. In the case of culture, changes occur in the minds of people and it is difficult to be sure whether changes have occurred or not. A good test of the effectiveness of culture change is the fact that after the leader of the new culture leaves the organization, people continue to behave in new ways. If the management of an organization is trying to find out whether changes have occurred in the culture, then this is indirect evidence of whether this has actually been achieved or not.

Changes in the content of culture are required when the existing culture in the organization does not support the change in behavior to the state necessary to achieve the desired level of organizational effectiveness. In other words, this is required with significant and dynamic adjustments to the “rules of the game,” which include the following:

· · increasing organizational effectiveness and morale;

· · fundamental change in the mission of the organization;

· · increased international competition;

· · significant technological changes; important changes in the market;

· · acquisitions, mergers, joint ventures;

· · rapid growth organizations;

· · transition from family business to professional management;

· · entry into foreign economic activity.

One of the main problems of company management is stagnation. Stagnation is additional risk company, resulting from the fear of employees and especially managers of changes. The situation cannot budge and freezes. Most attempts to change organizational culture fail, but many organizational leaders try again because culture is not performance-neutral. There are cultures that contribute to the achievement of organizational goals in certain conditions, and, conversely, that hinder this. Transforming organizational cultures takes many years and even decades.

3. CHANGE THE CULTURE OF THE ORGANIZATION

The culture of the organization may be acceptable to certain period time and conditions. Changing conditions of external competition, government regulation, rapid economic change and new technologies require changes in the culture of the organization, which is holding back the improvement of its effectiveness. It takes a long time to create a new organizational culture because the old organizational culture becomes ingrained in the minds of people who remain committed to it. This work includes the formation of a new mission, goals of the organization and its ideology, model effective leadership, using the experience of previous activities, ingrained traditions and procedures, assessing the effectiveness of the organization, its formal structure, design of premises and buildings, etc.

The possibility of culture change is influenced by the following factors: organizational crisis, change of leadership, stages life cycle organization, its age, size, level of culture, presence of subcultures.

Organizational culture includes the management culture of the organization. It is realized in increasing emotional state workers and intensifying their activities.

Organizational crisis. It questions existing practices and opens up possibilities for the adoption of new values. Examples of a crisis can be the deterioration of the organization’s position, its financial takeover by some other organization, the loss of its main clients, or a sudden breakthrough of competitors into the organization’s market.

Change of leadership. Since top management is a major factor in shaping the culture of an organization, replacing its top leaders helps introduce new values. But new management in itself is not a guarantee that employees will accept the new values. New leaders must have a clear alternative vision of what the organization can be and have authority.

Stages of the organization's life cycle. Changing an organization's culture is easier transition periods from its creation to growth and from maturity to decline. When an organization enters a growth stage, major changes in organizational culture will be necessary. The organization's culture is not yet ingrained and employees will accept changes if:

* previous success of the organization does not correspond modern conditions;

* employees are not satisfied with the general state of affairs in the organization;

* the image of the founder (founder) of the organization and his reputation are in doubt.

Another opportunity for culture change occurs when an organization enters a stage of decline. At this stage, staff reductions, cost reductions and other similar measures are usually necessary, which dramatize the mood of employees and indicate that the organization is experiencing a crisis.

Age of the organization. Regardless of the stage of an organization's life cycle, the younger its age, the less established its values will be. Culture change is more likely in a young organization.

Organization size. It's easier to change culture small organization, since in it the communication between managers and employees is closer, which increases the possibility of spreading new values.

Level of culture. The more widespread the culture is in an organization and the higher the cohesion of the team that shares shared values, the more difficult it is to change culture. A weak culture is more susceptible to change than a strong one.

The presence of subcultures. The more subcultures there are, the greater the resistance to changing the dominant culture.

Changing culture requires a specific strategy for managing the culture of an organization. It assumes:

* culture analysis, which includes a culture audit to evaluate it current state, comparison with the intended (desired) culture and an intermediate assessment of its elements that need to be changed;

* development of special offers and measures.

Even where conditions for change are favorable, managers should not expect the organization to quickly adapt to new cultural values. The process of changing culture in an organization can take a long time.

CONCLUSION

organizational culture management

Organizational culture is a system of socially progressive formal and informal rules and norms of activity, customs and traditions, individual and group interests, behavioral characteristics of personnel of a given organizational structure, leadership style, indicators of employee satisfaction with working conditions, the level of mutual cooperation and compatibility of employees with each other and with the organization, development prospects. The elements of the components of organizational culture include the following personal qualities: a positive reaction to those in power, a desire to compete, the ability to persuade, the desire to play the role of an informal leader, tolerance for routine administrative work.

OK in an organization can be formed in four ways:

Long-term practical activity.

The activities of the manager or owner (own OK).

Artificial formation of organizational culture by specialists of consulting firms,

Natural selection of the best standards. rules and standards introduced by the leader and the team.

Features of organizational culture are reflected in symbolism, depending on the priority in the organizational culture of power, role, actions or personality. Organizational culture may have features depending on the type of activity, form of ownership, position in the market or in society. There is an entrepreneurial, state organizational culture, an organizational culture of a leader, an organizational culture when working with personnel, etc.

LIST OF REFERENCES USED

1. Emelyanov P.V. Organizational culture / P.V. Emelyanov, I.V. Groshev, V.M. Yuryev. - M.: UNITY-DANA, 2008.

2. Zaitsev L.G. Organizational behavior: textbook / L.G. Zaitsev, M.I. Sokolova. - M.: Economist, 2009.

3. Kibanova A.Ya. Organizational personnel management. Textbook. - M.: INFRA-M, 2008.

4. Magura M.I. Modern personnel technologies / M.I. Magura, M.B. Kurbatova. - M.: JSC “Business School” Intel - Synthesis”, 2010.

5. Malinin E.D. Organizational culture and business performance. - M.: Publishing house of psychol.-social. Institute, 2004.

6. Milner B.Z. Organization theory. Textbook. - M.: INFRA - M, 2009.

7. Polyanskaya O.V. Organizational culture as a resource for enterprise management: a comparative social analysis of Russian and German experience. - M[b. i.], 2006.

8. Semenov Yu.G. Organizational culture: training manual. - M: Logos, 2006. - 65s.

9. Collection scientific works"Communication Theory & Applied Communication". Bulletin of the Russian Communication Association, issue 1 / Under the general editorship of I.N. Rozina. - Rostov n/d: IUBiP, 2007.

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Organizational culture is not a constant phenomenon. Culture tends to change. This change can be caused by many factors. Most often, this is a labor-intensive process that is associated with large moral and material costs. However, it is not at all necessary that the introduction of changes will be accompanied by a negative reaction. In an ideal situation, introducing change provides an opportunity for real creativity. There is a lot to learn from the process of change. Also, think about what could happen if you don't make these changes?

The types of changes are varied:

Updates (revision) of job descriptions for employees in terms of subordination and contacts;

Introduction of new equipment and technology;

Change in organizational structure;

Dismissal of workers;

Expansion of responsibilities;

New wage system;

Switching to another operating mode, etc.

It should be noted that there may be behavioral changes and cultural changes. Changes in behavior can lead to changes in culture, and vice versa. However, this happens inevitably or automatically. This is due to the role played in this process by the “transmission” of culture and the rationale for behavior.

There are three possible combinations of changes in behavior and culture in an organization:

Culture change

1. Significant culture change without behavior change (ability and training issues)

2. Significant behavior change without culture change (commitment and consistency issues)

3. Significant changes in behavior and culture (permanent change)

4. No change (status quo)

Behavior change

In this case (culture change without behavior change), employees can change one or more beliefs or values, but they are unable to change their corresponding behavior.

Some people believe that smoking is harmful, but cannot quit smoking.

To change their behavior, they lack the appropriate knowledge, skills and abilities: this problem can be solved through learning (for example, learning from their mistakes). In commercial organizations, people change their basic assumptions about the influence of the external environment, but they lack the knowledge to change the situation.

The second combination (these are behavioral changes without changes in culture).

Several employees want to change something, and if they are managers, they will be listened to (for example, people of the old school, forced to work in new conditions). Opponents of change will formally be forced to follow the chosen course for change and even accept new symbols, but internal disagreement will prevent the translation of the new into the basic terms of organizational culture (assumptions, beliefs and values). Thus, now many commercial organizations employ people of the “old school”, conscientiously performing their work at a professional level in new conditions, but at the same time maintaining the old worldview.

The problem is the lack of consistency and commitment in translating one's formal behavior into the terms of the new culture, figuratively speaking, into a habit. People change their formal behavior either because they are afraid of losing the compensation they are receiving, or they get satisfaction from being able to adapt to a new state of affairs, and not because they actually deeply believe and value what they are being asked to do.

Third combination (changes occur in the field of behavior and in the field of culture). It's a situation of constant change in the sense that people truly and truly believe in and value how they do their jobs differently. Consistency arises from the fact that each side (behavior and culture) mutually reinforces and supports each other. This, in turn, develops inner satisfaction due to the fact that people actually increasingly value change and believe in it, changing their behavior further.

Fourth position. No changes. Status quo.

One of the main problems of company management is stagnation. Maybe it’s the manager’s and employees’ fear of change. Maybe it’s the inability to set new guidelines.

Most attempts to change organizational culture fail, but many organizational leaders try again because culture is not performance-neutral. Transforming organizational cultures takes many years and even decades.

The following factors influence the possibility of culture change:

Organizational crisis. It questions existing practices and opens up possibilities for the adoption of new values. Examples of a crisis can be the deterioration of the organization's position, its financial takeover by some other organization, the loss of its main clients, or a sudden breakthrough of competitors into the organization's market.

Stages of the organization's life cycle. It is easier to change the culture of an organization during periods of transition from its creation to growth and from maturity to decline. When an organization enters a growth stage, major changes in organizational culture will be necessary. The organization's culture is not yet ingrained and employees will accept changes if:

The organization's previous success does not meet modern conditions;

Employees are not satisfied with the general state of affairs in the organization;

The image of the founder (founder) of the organization and his reputation are in doubt.

Age of the organization. Regardless of the stage of an organization's life cycle, the younger it is, the less established its values will be. Culture change is more likely in a young organization.

Organization size. It is easier to change culture in a small organization, since there is closer communication between managers and employees, which increases the opportunity to spread new values.

Level of culture. The more widespread the culture is in an organization and the higher the cohesion of the team that shares common values, the more difficult it is to change the culture. A weak culture is more susceptible to change than a strong one.

The presence of subcultures. The more subcultures there are, the greater the resistance to changing the dominant culture.

Changing culture requires a specific strategy for managing the culture of an organization. It assumes:

Culture analysis, which includes an audit of the culture to assess its current state, comparison with the intended (desired) culture and an interim assessment of its elements that need change;

Development of special offers and measures.

Even where conditions for change are favorable, managers should not expect the organization to quickly adapt new cultural values. The process of changing culture in an organization can take a long time.

Self-test questions:

1. What is “organizational culture”?

2. Expand the levels and elements of organizational culture.

3. Which of the typological schemes we examined seems most optimal to you when diagnosing the organizational culture in your organization?

LECTURE 6. ORGANIZATIONAL CONFLICTS

1. The concept and essence of organizational conflict.

2. Causes of conflicts.

3. Types and forms of organizational conflicts.

4. Options and stages of resolving organizational conflicts.

5. Conflict management.

The types of changes are varied:

· updates (revision) of job descriptions for employees in terms of subordination and contacts;

· introduction of new equipment and technology;

· change in organizational structure;

· dismissal of workers;

· expansion of responsibilities;

· new wage system;

· transition to another operating mode, etc.

It should be noted that there may be changes in behavior And changes in culture. Changes in behavior can lead to changes in culture, and vice versa. However, this happens inevitably or automatically. This is due to the role played in this process by the “transmission” of culture and the rationale for behavior.

There are three possible combinations of changes in behavior and culture in an organization:

Culture change

Behavior change

1. In this case (culture change without behavior change), employees can change one or more beliefs or values, but they are unable to change their corresponding behavior.

Some people believe that smoking is harmful, but cannot quit smoking.

To change behavior, they lack the appropriate knowledge, skills and abilities: this problem can be solved through learning (for example, learning from their mistakes). In commercial organizations, people change their basic assumptions about the influence of the external environment, but they lack the knowledge to change the situation.

2. The second combination (these are behavioral changes without changes in culture).

3. Third combination (changes occur in the field of behavior and in the field of culture). It's a situation of constant change in the sense that people truly and truly believe in and value how they do their jobs differently. Consistency arises from the fact that each side (behavior and culture) mutually reinforces and supports each other. This, in turn, develops internal satisfaction due to the fact that people actually increasingly value change and believe in it, changing their behavior further.

The changes are meaningful;

Changes are constant because... there is no limit to perfection.

4. No changes. Status quo.

One of the main problems of company management is stagnation. Maybe it’s the manager’s and employees’ fear of change. Maybe it’s the inability to set new guidelines.

The following factors influence the possibility of culture change::

· Organizational crisis. It questions existing practices and opens up possibilities for the adoption of new values. Examples of a crisis can be the deterioration of the organization’s position, its financial takeover by some other organization, the loss of its main clients, or a sudden breakthrough of competitors into the organization’s market.

· Change of leadership . Since top management is a major factor in shaping the culture of an organization, replacing its top leaders helps introduce new values. But new management in itself is not a guarantee that employees will accept the new values. New leaders must have a clear alternative vision of what the organization can be and have authority.

· Organizational life cycle stages . It is easier to change the culture of an organization during periods of transition from its creation to growth and from maturity to decline. When an organization enters a growth stage, major changes in organizational culture will be necessary. The organization's culture is not yet ingrained and employees will accept changes if:

· the previous success of the organization does not meet modern conditions;

· employees are not satisfied with the general state of affairs in the organization;

· the image of the founder (founder) of the organization and his reputation are in doubt.

· Age of the organization. Regardless of the stage of an organization's life cycle, the younger it is, the less established its values will be. Culture change is more likely in a young organization.

· Organization size . It is easier to change culture in a small organization, since there is closer communication between managers and employees, which increases the opportunity to spread new values.

· Level of culture. The more widespread the culture is in an organization and the greater the cohesion of the team that shares common values, the more difficult it is to change the culture. A weak culture is more susceptible to change than a strong one.

· Presence of subcultures . The more subcultures there are, the greater the resistance to changing the dominant culture.

Culture change requires a specific strategy cultural management in the organization. It assumes:

cultural analysis, which includes an audit of the culture to assess its current state, comparison with the intended (desired) culture and an interim assessment of its elements that need to be changed;

development of special offers and m er.

LECTURE 6: SOCIAL DESIGN

1. The concept of social design. Its object and subject.

2. Methods of social design

3. Design stages

End of work -

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Administrative theory of A. Fayol
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Typology of organizational culture
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Questions for the exam
1 Prerequisites for the emergence of scientific management. 2 The difference between “sociology of management” and “management”. 3 Object, subject and tasks of the sociology of management. 4 Methods of sociology

An organization's culture may be appropriate for a particular period of time and conditions. Changing conditions of external competition, government regulation, rapid economic changes and new technologies require changes in the culture of the organization, which hinders the increase in its efficiency. It takes a long time to create a new organizational culture because the old organizational culture becomes ingrained in the minds of people who remain committed to it. This work includes the formation of a new mission, goals of the organization and its ideology, models of effective leadership, the use of experience from previous activities, ingrained traditions and procedures, evaluation of the effectiveness of the organization, its formal structure, design of premises and buildings, etc.

The possibility of changing culture is influenced by the following factors: organizational crisis, change of leadership, stages of the organization's life cycle, its age, size, level of culture, the presence of subcultures.

Organizational culture includes the management culture of the organization. It is implemented in increasing the emotional state of employees and intensifying their activities.

Organizational crisis. It questions existing practices and opens up possibilities for the adoption of new values. Examples of a crisis can be the deterioration of the organization’s position, its financial takeover by some other organization, the loss of its main clients, or a sudden breakthrough of competitors into the organization’s market.

Change of leadership. Since top management is a major factor in shaping the culture of an organization, replacing its top leaders helps introduce new values. But new management in itself is not a guarantee that employees will accept the new values. New leaders must have a clear alternative vision of what the organization can be and have authority.

Stages of the organization's life cycle. It is easier to change the culture of an organization during periods of transition from its creation to growth and from maturity to decline. When an organization enters a growth stage, major changes in organizational culture will be necessary. The organization's culture is not yet ingrained and employees will accept changes if:

· the previous success of the organization does not meet modern conditions;

· employees are not satisfied with the general state of affairs in the organization;

· the image of the founder (founder) of the organization and his reputation are in doubt.

Age of the organization. Regardless of the stage of an organization's life cycle, the younger it is, the less established its values will be. Culture change is more likely in a young organization.

Organization size. It is easier to change culture in a small organization, since there is closer communication between managers and employees, which increases the opportunity to spread new values.

Level of culture. The more widespread the culture is in an organization and the greater the cohesion of the team that shares common values, the more difficult it is to change the culture. A weak culture is more susceptible to change than a strong one.

The presence of subcultures. The more subcultures there are, the greater the resistance to changing the dominant culture.

Culture change requires a specific strategy cultural management in the organization. It assumes:

· culture analysis, which includes an audit of the culture to assess its current state, comparison with the intended (desired) culture and an interim assessment of its elements that need to be changed;

· development of special offers and measures.

CONCLUSION

Organizational culture is a system of socially progressive formal and informal rules and norms of activity, customs and traditions, individual and group interests, behavioral characteristics of personnel of a given organizational structure, leadership style, indicators of employee satisfaction with working conditions, the level of mutual cooperation and compatibility of employees with each other and with the organization, development prospects. A person’s organizational culture is influenced by habits and inclinations, needs and interests, political views, professional interests, moral values, and temperament. The elements of the components of organizational culture include the following personal qualities: a positive reaction to those in power, a desire to compete, the ability to persuade, the desire to play the role of an informal leader, tolerance for routine administrative work.

OK in an organization can be formed in four ways:

· long-term practical activities.

· activities of the manager or owner (own OK).

· artificial formation of organizational culture by specialists of consulting firms,

· natural selection the best standards. rules and standards introduced by the leader and the team.

References

1. Ryabov V.F. Our spiritual world. St. Petersburg: Main Publishing House, 2005 - 279 p.

Sociology. Ed. Osipova V. - M.: Mysl, 2005 - 199 p.

2. Zborovsky G.E., Orlov G.P. Sociology. M.: Interprax, 2005 - 356 p.

3.Zdravomyslov A.G. Needs. Interests. Values. M.: Politizdat, 2007 - 221 p.

4. Crane W. Developmental psychology. St. Petersburg: Peter, 2005 - 279 p.

5.Culturology /ed. A.A. Radugina M.: Center, 2002 - 224 p.

Martsinkovskaya T.D., Maryutina T.M., Stefanenko T.G. Developmental Psychology M.: Academy, 2005 - 312 p.

7. Marchenko T.A. Needs like social phenomenon. M.: Higher School, 2004 - 285 p.

8.. Matsumoto T. Developmental psychology. M. Infra-M, 1998 - 400 p.

9. Mikhailova L.I. Sociology of culture. M.: Fair-Press, 2004 - 232 p.

10.Belinskaya E.P., Tikhomandritskaya O.A. Personality psychology M.: Infra-M, 2001 - 328 p.

Any organizational culture undergoes change. When considering changing the culture of an organization, it must be taken into account that it will entail a change in the behavior of each employee and his unique psychology.

Types of changes:

1. Organizational culture is evolving naturally under the influence of changes occurring in the external environment.

2. Organizational culture can be deliberately changed management or other influential group of employees. This process is quite complex and time-consuming; it requires patience and leadership qualities (perseverance, strategic thinking) from the team members conducting it.

Types of changes:

Modification in organizational structure;

Revision of job descriptions;

Changing the wage system;

Introduction of new equipment and technology;

Reduction of staff;

Expansion of employee responsibilities;

Changing the operating mode.

Peculiarity: Changes in employee behavior can lead to changes in the culture of the organization and vice versa. Depending on the situation, the connection between changes in behavior and culture may unfold over a period of several months to several years. Therefore, it is necessary to distinguish between cultural change and other organizational changes and study them simultaneously.

To change organizational culture, various methods. They are based on change:

Objects and subjects of attention from the manager;

Emphases in personnel policy;

Management style conflict situation;

Incentive criteria;

Organizational symbols and rituals.

Kurt Lewin(American researcher, author of scientific works on management problems) identifies the following stages of changing organizational culture:

1. Preparatory stage changes include:

Awareness of the need for change;

Establishing the levels at which change occurs: individual, group, departmental, organizational;

Determining the degree of complexity that will be associated with the implementation of changes;

Establishment of forces promoting organizational changes and securing them;

Establishing the likely degree of resistance, its causes and ways to overcome it;

Determining an appropriate change strategy in which the change can be effectively managed.

2. Defrosting. At this stage, the main challenge is to identify and overcome initial resistance and to get employees to accept the new way of thinking necessary to implement the change.

3. Changes. The main challenge of this stage is implementing the change, and this requires meticulous planning. And constant control.

4. Freezing. The goal of the freezing stage is to ensure that the change becomes permanent. It is at this stage that it should be formally and informally consolidated, i.e. it needs to be accepted by interested employees and become part of the organization's culture. It is at this stage that innovation is most at risk.

5. Grade. At this stage, there is a correlation between the goals set and the results achieved.

Meaning of changes: making change is part of any leader's job. It is necessary to correctly determine when changes are desirable and when they are necessary. When implementing changes in the culture of an organization, a number of difficulties arise, especially when the changes affect the deep content of the organizational culture (basic assumptions, beliefs and values). In such a situation, it is advisable to make changes gradually.

The degree of resistance to changes in an organization's culture is proportional to the magnitude of changes in content.

In an ideal situation, introducing change provides an opportunity for creativity.