The image-making approach, which is based on the formation of corporate philosophy and culture, places emphasis on the development of those means that will identify an organization or enterprise with its declared values.
These means include: organizational culture as a system of interactions and relationships that contribute to doing business and achieving goals; marketing system and advertising strategy; corporate design; organization of public relations (PR) in order to form a positive image of the organization in public consciousness. This approach is new for the Russian practice of setting up a case, is reasonably innovative and is rightly in the zone special attention heads of organizations who see this approach as a powerful development lever.
Let us consider in detail the diagnostic and development methodology organizational structure. The main provisions of this technique are as follows. The degree of integration of individuals into groups is assessed on the basis of “individualism – collectivism”. The collectivist community requires great emotional dependence of a person on the organization and, accordingly, great responsibility of the organization for its employees.
A “collectivist” culture is characterized by the following:
1) employees expect that the organization will take care of their personal affairs (like in a family) and protect their interests, therefore the life of the organization greatly influences the well-being of its members;
2) interaction in the organization is based on a sense of duty and loyalty;
3) promotion is carried out in accordance with length of service;
4) managers adhere to traditional views on the forms of maintaining the activity of subordinates;
5) social connections within the organization are characterized by cohesion;
6) relations between the administration and employees are usually based on a moral basis, on the basis of personal relationships (i.e. the personality itself is assessed).
It is characteristic of an “individualistic” culture that:
1) employees do not want the organization to interfere in personal life, avoid guardianship on her part; they rely only on themselves, defend their interests;
2) the organization has little influence on the well-being of its employees; its functioning is carried out with the expectation of the individual initiative of each member;
3) promotion is carried out within or outside the organization on the basis of competence and “ market value» individual;
4) management is aware latest ideas and methods, tries to put them into practice, stimulates the activity of subordinate employees and groups;
5) social connections within the organization are characterized by a certain distance;
6) relations between the administration and employees are usually based on taking into account the personal contribution of the employee (i.e., the individual’s activities are assessed).
Consequently, if the collectivist culture of an organization involves making decisions on the basis of personal relationships, then the individualist culture places the main emphasis on the formal business principle.
The “power distance” characteristic characterizes the level of democratization (authoritarianization) of the management style. The concepts of low or high distance indices and power are introduced, characterizing deep differences in the organization’s management structure, in the system of distribution of roles, etc. Each organization has its own degree of socially approved inequality of employee status (Figure 5).
| Low index | High index |
| Trend towards decentralization The organization has the shape of an oblate pyramid The management team is small Relatively small wage differentiation Highly qualified low-level workers Workers have the same status as employees and employees | Tendency towards centralization The organization looks like a tall, pointed pyramid Large number of management and control personnel Significant wage differentiation Low qualifications of low-level workers White collar workers have a higher status compared to blue collar workers |
Figure 5. Characteristics of organizations based on “power distance”
Analyzing the contents of the table, we can conclude that a high power distance index means the recognition that hierarchy is a natural inequality, orders are not discussed, power prevails over right, top management is inaccessible, employees are afraid to express their opinions, express disagreement, do not trust each other too much to a friend.
A low index, in turn, means that the inequality of roles is quite clearly defined in the organization, and the hierarchical leadership is focused on a management style that is convenient for employees, right takes precedence over power, top managers are accessible, a redistribution of power is sufficient to change the existing hierarchy; There is a hidden harmony between managers and subordinates, and solidarity between ordinary employees.
So, an important sign organizational culture is a tendency to avoid uncertainty. Research by G. Hofstede and D. Bollinger shows that, as a rule, in an organization with a high index of uncertainty avoidance, managers are more occupied with private issues and details, they are task-oriented and more or less constant in their management style, not love to make risky decisions and take responsibility; Low staff turnover is seen as normal and positive. In organizations with a low value of this index, managers prefer to deal with strategic issues, they are people-oriented and adhere to a flexible management style, are ready to make risky decisions and take full responsibility upon themselves; High staff turnover is seen as a normal and positive phenomenon. The characteristics of various values of the “striving for uncertainty avoidance” index can be seen in Figure 6.
| High index | Low index |
| The staff is characterized by a greater willingness to live in the present day Workers prefer small organizations Low average age of mid-level workers Differences in criteria for selecting managers and ordinary employees Sustainable motivation to achieve goals Hope for success Greater risk taking Preferring a managerial career over a specialist career The manager is not a management specialist When achieving pragmatic goals, it is possible to neglect the hierarchical structure of the organization. Conflict in an organization is regarded as a natural state Rivalry and competition between employees is a normal and productive phenomenon. Greater willingness to reach compromise with opponents Greater tolerance for uncertainty in your work. | Workers are very worried about the future Workers prefer large organizations The average age of high-ranking managers is high Greater resistance to change and the desire to stay in one job for as long as possible Low motivation to achieve goals Fear of success Low risk appetite Preference for a specialist career over a managerial career The leader must be an expert in management The rules of hierarchical structures must be unchanged and strictly observed. Conflicts in the organization are undesirable Competition and rivalry between employees is not encouraged. Less willingness to compromise with others Unpreparedness for uncertainty at work. |
Figure 6. Characteristics of organizations according to the attribute “Striving to avoid uncertainty”
The fourth parameter of organizational culture, “masculinization - feminization,” reflects the motivational orientation of staff to achieve a goal or complete a task. The very name of this parameter is associated with the understanding of the traditional family roles of men and women. A man, as a rule, demonstrating strength, must provide for the life of the family, and a woman must improve the quality of life. Consequently, the male role in relation to the organization involves “life for work”, i.e. orientation towards achieving a goal, and the female role - Work “for life”, i.e. orientation towards completing a task. These differences were first identified by the American sociologist F. Herzberg. The main difference between “male” and “female” cultures identified by G. Hofstede and D. Bollinger is presented in Figure 7.
| "Male Culture" | "Women's culture" |
| A man must earn money, a woman must raise children. A man must dominate any situation Success is the only thing that matters in life. Life for work. Money and good material conditions are important. We must always strive to be the best Independence. Maximize your claims. Respect those who have achieved success. It's good that it's big and viable. Decisions are made based on rational thought. | A man does not necessarily have to earn a living; he can raise children. Differences between genders have no effect to occupy positions of power. Quality of life is an important point. Work to live. Men and the environment are important. Focus on equality, without trying to appear better than others. Solidarity is encouraged. Focus on service delivery. We must sympathize with the losers. The good thing is that it is small and delicate. Decisions are made based on intuition. |
Figure 7. Characteristics of organizations based on differences between “male” and “female” cultures
Consequently, in “male” organizational cultures, the humanization of work is understood as an opportunity to be recognized, self-realization, and make a career. In “feminine” organizational cultures, the humanization of work is seen, first of all, as the presence of constant attention to employees, good relations between members of the organization.
The ways of resolving conflicts also depend on the nature of the organizational culture: in “male” organizations, the conflict has the character of an open and harsh confrontation, which is usually brought to its logical conclusion. In “women’s” organizations, the conflict is more often of a hidden nature, and the settlement of relations is carried out through negotiations.
In addition to what has been written, I would like to note that, firstly, the image of an organization is a reflection in the minds of people of the entire structure, or rather the totality significant characteristics this organization. Secondly, the content of the image is structured in accordance with the character social relations, which include this organization and the people who perceive it. Society, state, organization do not exist in an ideal state; in each specific period they have sociogenetic and situational characteristics that affect the consciousness of specific people. These social institutions are under the objective influence of historically established and emerging factors that shape stable basis image of a specific subject. For business partners, the financial performance of the organization, its credit history, etc. are more important, and for middle management employees - the system social guarantees existing in a given organization, a system of advanced training and professional growth, etc. Thirdly, it is very important for the management of an organization to adequately assess its image, i.e. have a real understanding of how the organization is perceived by staff, owners (shareholders), business partners, etc. For political leaders a sustainable positive image is not only the basis for successful work, but also the most important condition continuation of a political career.
In psychology, corporate relations are quite rightly considered as the result of the awareness by all participants of interactions of belonging to a single community. The main way to achieve corporate relations is considered to be joint activities, combined common goals. This is true if we're talking about about one organization. When connections are made between a specific organization and the public, representing various professional, social and other groups, it is hardly possible to talk about the awareness of common goals. Therefore, first of all, one should focus on the harmonization of interests, the formation of common interests, a sense of personal significance, responsibility and security, respectful forms of communication, etc.
The corporate image of an organization in the sociocultural sphere helps it enter new markets, find mutual language with local authorities and potential clients. Sponsorship helps create a corporate image.
Emphasizing all of the above, we can conclude that corporate image is the image of the organization as a whole, a set of components such as prestige, success, reputation, stability. The corporate image performs the following functions: expresses identity - the mission of the business as the basis of corporate identity when perceiving and changing the properties of the organization in a competitive environment; expands awareness, knowledge, understanding, public interest in the organization, helps improve reputation; develops associations with the positive characteristics of the organization’s activities, guaranteeing quality, reliability, and responsibility; unites employees, forms a corporate team spirit; attracts new clients.
Corporate image has 2 components - image and assessment, which lend themselves only to a conditional conceptual distinction, but in real existence they are inextricably interconnected. I would like to note that a corporate image is not as dynamic as a person’s image, however, with changes in conditions and conditions in the socio-cultural sphere, it must be adjusted, and for this purpose constant monitoring should be carried out
Corporate image does not show what a given organization does, but how others perceive and evaluate its activities. Identification as a way to relate oneself to competitors is important for the effective formation of the internal and external image of the organization. The image of an organization can be positive, negative or unclear. In the practice of image making, we must focus specifically on a positive image, which is distinguished by competitiveness in the market, attractiveness for partners and consumers, which facilitates the institution’s access to various resources: financial, informational, human, material, recreational
Organizational culture must be studied in order to develop practical recommendations to improve the culture of individual and group behavior. There are various classifications and typologies of diagnostic methods. For conceptual and applied problems solved in the field of organizational culture, it is more appropriate to use the following typology of methods:
1) methods of phenomenologization and conceptualization;
2) research and diagnostic methods;
3) processing and interpretation methods;
4) methods of correction and therapy;
5) methods of motivation and management;
6) methods of training and development;
7) methods of design and creativity.
The first group of methods - methods of phenomenologization and conceptualization - allows us to carry out preliminary work on the identification and initial categorization of cultural phenomena and problems that interest us. The identification of these phenomena is carried out in accordance with existing needs, and preliminary conceptualization is carried out by correlation with existing models and theories of organizational behavior.
Research and diagnostic methods include observation, survey, experiment, analysis of activity products, and modeling.
Observation is a purposeful and in a certain way recorded perception of the phenomenon under study. When organizing observation, it is important to answer the questions: what to observe? how to fix?
Survey (oral and written) is a method of studying opinions, communication, leadership, and people’s attitudes towards various social events and phenomena in groups and teams. During a survey, the desire of the subjects to answer sincerely (motivation), their awareness and intellectual level, taking into account the impact of the survey situation on respondents (examination, paid participation or consultation).
An experiment is the active intervention of a researcher in the life of an organization in order to create conditions under which a fact is discovered. Unlike observation, an experiment involves the creation of controlled conditions in which the phenomenon of interest to the researcher is likely to occur. Experiments can be natural or laboratory. A laboratory experiment is an artificially created model of reality, and it is important to select the most significant factors and be able to transfer the results obtained to the behavior of the subjects in everyday life.
You can also find out something about organizational culture by examining the products of the activities of individuals and groups. The effectiveness of this method depends on the amount of information and the optimal selection of units of analysis.
Modeling is a research method based on the construction of models of the phenomenon being studied. Modeling involves constructing a model that allows you to represent an object and predict its further development.
Unlike research methods (where the emphasis is on recording or a comprehensive examination of a phenomenon), diagnostic methods are focused on measurement, i.e. a numerical representation of a characteristic of interest to the diagnostician (for example, a person’s sociability, group cohesion, or the intensity of interaction between people). Tests and expert assessments are used for this purpose. A test is a standardized, often time-limited test designed to measure various variables. Testing is a diagnostic method that involves standardized measurement of various variables.
The third group includes methods for processing and interpreting data. To process the received data, they are most often used statistical methods(finding average values, deviations from the average, the value of the relationship between variables, the level of significance, reliability, correlation, factor analysis and so on.). Such methods make it possible to reveal existing patterns and present information in a generalized and visual form. Important role Interpretation methods play a role in giving meaningful meaning to the received data. In other words, these methods make it possible to translate the data (numbers, patterns) obtained during diagnostics and processing from the language of mathematics into the language of organizational culture, i.e. make the transition from numbers and patterns to concepts and judgments.
Research of organizational culture (in in a broad sense) are carried out not only for exclusively scientific purposes (“pure science”), but also to solve practical problems managers or staff of the organization. These methods include correction and therapy methods. These methods allow you to improve various personal and group characteristics, abilities, skills, etc.; carry out correction of people's behavior (therapy) by means of interaction between them (interpersonal interaction). There are groups: body therapy, meetings, art therapy, gestalt therapy, behavioral training, psychodrama, etc.
One of the most difficult practical problems The challenges facing organizational culture are: optimizing personal and group interactions aimed at achieving certain goals (for example, production); improving planning, motivation and control of joint activities of people; increasing the efficiency of information exchange (communication) and decision making. To solve such problems, motivation and management methods are used to encourage subjects to act and ensure the optimal functioning of individuals and groups in the process of achieving certain goals.
The sixth group of methods includes methods of training and development of an individual (or group), designed to realize the potential of interpersonal interaction in the process of solving problems of increasing the efficiency of mastering specific knowledge, skills, abilities (for example, in office work or people management). These methods ensure an increase in the level of interpersonal competence, the development of personal characteristics of group members (confident behavior, interpersonal communication or moral potential) or the group itself as a whole. The purposeful use of patterns of mutual influence of people is widely used for the purpose of training and development (discussion methods, business games, training in interpersonal sensitivity and personal growth and so on.).
The seventh group of methods may include methods of design and creativity, which make it possible to use the potential of group interaction for the purposes of algorithmic (according to a given set of rules) or completely spontaneous generation of something new: solution conflict situation, development technical device, teaching methods, etc.
There are no hard boundaries between the listed methods; they are interconnected, intersect, and complement each other. Rather, we should talk about the emphasis in one or another group of methods on solving a certain range of problems in diagnosing organizational culture. This requires the use of research and diagnostic methods, processing and interpretation. Knowing the personal characteristics of a person, the degree of their compliance with the goals and objectives of the organization, we may be forced to somehow adjust these characteristics, which means using methods of therapy and correction, as well as methods of motivation and management. In this case, it may be necessary to create a communication environment and show creativity in the application of these methods to a real life situation.
It is difficult to overestimate the importance of the influence of organizational (or, as it is now more often called, corporate) culture on the company’s performance. “What is good and what is bad” is understood differently in each team, but the experience of organizations that have achieved significant success demonstrates the special importance of “intangible assets.”
The company’s operating style is influenced by many external and internal factors, such as customer activity, changes in legislation and technology, change of strategy, shortening of the business cycle, heterogeneity work force and the diversity of people’s lifestyles, but the most important invariably remains competition. Corporate culture is one of the key factors determining a company's success, so changes to it must be carefully analyzed and planned. The resources allocated for the development of culture are not costs, but thoughtful investments.
International consulting company Hay Group has been working in Ukraine for seven years. During this time, she implemented many interesting large-scale projects. The challenges facing our client companies typically require complex transformations. To build, for example, a more effective, internally fair and motivating reward system or a personnel assessment and development system, it is not enough to change the tools or methodological approach. Such transformations are directly related to changes in ways of working and mentality, rules of behavior and relationships among employees. Therefore, most often we begin a project with a diagnosis of organizational culture - that “litmus test”, thanks to which many problems are identified and bottlenecks appear. Data obtained as a result of analyzing the organization's effectiveness and identifying the target culture helps managers integrate all human resource management processes. As a result, the company begins to support those employee behaviors that lead to the desired results.
Let's define the main concept: organizational culture includes a set of values, rules, norms, beliefs, traditions, stereotypes and behavioral patterns (models) that are shared by employees of a given organization. In other words, culture defines how we work, think and act within a company. Any community of people who are united by common goals develops its own way of working, regardless of whether we pay attention to it or whether we try to somehow influence it.
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In 1998 Hay Group together with Fortune magazine conducted a study “What makes the 500 different? best companies peace from the rest? ( What makes companies great?) The subject of the study was precisely those characteristics that distinguish successful companies from all others. The findings showed that a key success factor is the organization’s ability to attract, develop and retain talented employees, which, in turn, is largely determined by corporate culture. A decisive factor in business efficiency is the presence of “a person in the right place” in every position in a company, and the most common reasons for failures in implementing the chosen strategy (up to 70% of cases) are underestimation of the human factor, lack of managers’ skills to manage change and/or lack of delegation of responsibility and powers. |
The creation of a modern integrated personnel management system (HRMS) is currently considered one of the main conditions for the implementation of the company’s strategy ( scheme). At the same time, it is the corporate culture that largely determines what the structure of the organization will be, its main business processes, systems of selection, motivation, development, remuneration, etc.
Diagram of an integrated personnel management system
As a rule, we begin diagnosing organizational culture at the level of managers. senior management. To determine the company's operating style, we use the method Targeted Culture Modeling - C-Sort TM (“Modeling the target culture”). Managers are offered a set of “ characteristic features» the culture of the organization, for example:
- encouragement by the team to work;
- unconditional execution of the decisions of your leader;
- forecasting changes in the business environment;
- support for alternative points of view;
- gaining the trust of clients, etc.
According to your individual vision existing And desired culture of the organization, managers rank this set of characteristics (using a special matrix C-Sort). In other words, they are first asked to select characteristics to evaluate the situation “as is”, and then - for the situation “as it should be”. The diagnostic procedure for each participant takes no more than one and a half hours, there is also Alternative option- online research.
Consultants then do quantitative and qualitative analysis received data. The survey results allow:
- visually “see” the culture that the organization develops and encourages today;
- formulate the expectations of top managers regarding the company’s development priorities;
- compare diagrams displaying the parameters of the existing and desired culture;
- highlight the most characteristic characteristics of a given organization corporate culture and determine the degree of consistency of participants’ opinions on each of the characteristics;
- determine the degree of manifestation in the company various types culture and assess how much they contribute to the implementation of the strategy;
- identify the goals of top managers and assess the degree of their coincidence/divergence;
- compare perceptions of corporate culture various groups employees, to identify subcultures that develop in individual structural units.
Diagnosis using the method C-Sort TM allows you to obtain accurate data on all measured parameters, which is important since the study of such “intangible” qualities as the culture of an organization or a person’s potential always raises doubts about the degree of objectivity and accuracy of the information received. At proper organization This method of data collection allows us to neutralize the influence of the social desirability factor in the answers.
It is often important for the head of a company and HR to analyze how they perceive their organization and its culture separate groups employees. A description of the subcultures of individual departments is necessary in order to understand how coordinated the actions of their leaders are within the framework of implementation overall strategy companies. In addition, participants are given feedback on how each of them perceives the company’s culture compared to other managers.
Based on many years of research into corporate cultures, we have identified four types of organizational culture:
1) functional;
2) procedural;
3) time-oriented;
4) network.
How do these cultures, and, accordingly, the organizations in which they dominate, differ?
If we talk about the “phylogenesis” of cultural development, then it is necessary to remember that any organization (as a social institution) begins with the division of labor, that is, with the assignment of specific functions to a specific job position. It is functionally structured collective behavior - the division of responsibilities that is characteristic of many Ukrainian companies, which creates a number of advantages (such as ensuring high quality products/services, stability/sustainability of business processes, a high level of discipline, deep specialization and, accordingly, professionalism).
But a company with a functional type of culture does not have time to respond flexibly to changes external environment, increased competition, figuratively speaking, it is a “thing in itself.” People in such an organization cope well with a clearly defined and at the same time limited range of operational tasks, while they do not see business processes holistically (marketing, finance, production, etc.), and do not know their client well - external or internal. The basis of the competency profile in it is desire for professional development, involvement, directiveness etc.
In such an organization, the motivation and incentive system is strictly “centered” on senior managers; here, employees’ “loyalty” (work experience), loyalty is encouraged, skills and diligence are valued, but initiative is “punished.”
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We implemented a project to build a new remuneration system and develop a system for periodic personnel assessment for one Ukrainian company. The results of diagnosing the corporate culture showed a fairly high “functionality” of this organization, which was manifested in the duration of decision-making on different levels, in a narrow (strictly functional) vision by employees of their tasks and their place in the structure of business processes. During the 360° assessment of middle managers, most participants found it difficult to evaluate various aspects of the work of their colleagues (for example, how the head of the neighboring department manages his subordinates, what incentive methods he uses, how involved he is in achieving the company's goals, etc. . P.). These results are explained not only by understandable resistance to the assessment procedure, but also by the fact that employees really do not know what is happening outside the formal framework of their duties! This company today sets itself the task of entering international markets with high level competition, however, the corporate culture of the enterprise not only does not contribute to the implementation of such strategic plans - it slows them down! This cannot be achieved without a change in the “cultural paradigm”. |
The “functional” type of culture is justified in the army, in natural monopolistic companies or in particularly dangerous production, but in conditions of competition it is like death! In a free market environment, it is impossible to achieve success without a focus on ultimate goals, common to the whole team!
For example, how can the sales function satisfy an unexpectedly increased customer order if the production departments are rigidly oriented to the plan? Process orientation involves teamwork where everyone is motivated to work towards achieving overall result. Then people are not indifferent to what is happening in the neighboring unit, and a “customer orientation” is formed in the organization.
With this type of corporate culture, human resource management processes must be different. In particular, it is necessary to reorient the personnel competency profile: teamwork, customer orientation, communication. Competition stimulates all team members to constantly learn new methods of work and master cross-functional knowledge. The emphasis when hiring is shifting from requirements for special knowledge towards soft skills(social intelligence). The culture should stimulate the achievement of team results (a bonus based on the performance of the department, the company as a whole), and the evaluation system should be focused on determining team achievements. A similar “audit” should be carried out for each personnel management process.
At a particularly high level of competition, the time factor becomes a significant advantage: the company must not only satisfy existing customer needs, but also anticipate them, outpacing competitors in improving technology, reducing cyclical processes, increasing the speed of decision-making, and achieving greater efficiency. Often such a company outsources non-core activities in order to increase profitability.
The main task of employees of such an organization is economy and efficient use of resources; creative thinking, initiative, leadership, delegation of authority. For leadership positions it requires managers-leaders who have developed competencies such as change management, initiative, flexibility etc. It is advisable to reward top management with a high level of income, and pay the rest of the employees at the level of the market median (depending on the company’s policy and its capabilities). It is in these organizations that the key competitive advantages the presence of “corporate talent” and “key employees” becomes the presence, and the success factors are “leader development” and “talent development” programs.
The network type of corporate culture is typical, for example, for consulting companies, entertainment industry enterprises, financial institutions etc. The key feature of such organizations is the creation of strategic alliances and temporary partnerships, the formation of project teams with external experts.
The main value of such an organization is contacts and relationships, which means that employees must have the following competencies: building relationships, understanding client needs etc. At the same time roles employees (here positions there are none as such) in each specific project may change. In these companies the maximum high risks, which means that employees are required to be able to coordinate constant changes and be innovators. The reward system here is strictly tied to the final result.
In these organizations, the emphasis is not on training their employees, but on attracting ready-made experts from the external market. Core HR processes focus on “providing the right people at the right time.”
Of course, it is always necessary to remember that there are no “good” or “bad” corporate cultures - there are better or worse adapted to specific situation. The desire to create an “ideal” organizational culture should contribute to the achievement of the company’s strategic goals and sustainable business development, which is impossible without the development of people.
Diagnostics of staff work motivation
Each employee has unique needs, values and motives that must be taken into account when developing the organization's motivation system. To detect them, the organization conducts diagnostics of the labor motivation of personnel.
As a result of the diagnosis, the ratio is determined for each employee basic types motivation. As a result, all personnel can be divided into certain categories, which clearly show differences in employee motivation.
Knowledge of the structure of work motivation will allow managers to decide difficult tasks human resource management, such as
Formation of personnel;
Development of types and forms of incentives, including optimization of personnel remuneration;
Employee training;
Labour Organization;
Internal communications.
The main goals of diagnosing work motivation:
1. Increasing the controllability and competitiveness of the organization.
2. Formation and development key competencies ensuring the achievement of the organization's goals.
3. Creating conditions for the implementation of the organization's strategy.
4. Increased productivity and efficiency of the organization.
5. Increased staff loyalty and satisfaction.
Stages of diagnosing work motivation:
1. Questioning of managers and employees.
2. Data processing.
4. Preparation and presentation of the report.
Organizational culture- a set of collectively shared values, symbols, beliefs, patterns of behavior of members of the organization. Unites the cultures of various departments, groups, and areas of activity into one whole. Performs security, integrating, regulating, adaptive, orienting, motivating functions, and also forms the image of the organization. Organizational culture is present in any organization and determines its uniqueness and originality.
Goals of diagnosing organizational culture:
1. Study cultural characteristics organizations.
2. Identification corporate values, rules and norms of behavior.
3. Assessing cultural “gaps”, analyzing the fit between the culture and the company’s strategy.
Stages of diagnosing organizational culture:
1. Analysis of the strategic and operational goals of the organization.
2. Diagnostics of individual values of personnel.
3. Diagnostics of the company's organizational values.
4. Building a profile of organizational culture.
5. Preparation of a report and presentation of diagnostic results to company managers.
Diagnostic methods:
1. In-depth interview.
2. Personnel survey.
3. Collective self-diagnosis.
4. Diagnostic observation.
1. Define organizational diagnostics. Contents of organizational diagnostics.
2. List the goals of organizational diagnostics.
3. Methods of organizational diagnostics.
4. Results of organizational diagnostics.
5. What is Assessment Center technology?
6. List the main procedures for organizational diagnostics.
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The main goal of diagnosing organizational culture is to create tools and a basis for making management decisions in the field of current business tasks, in the field of strategic tasks, as well as for predicting the company’s potential in situations of change. Diagnosis of corporate culture comprehensively evaluates the organization of business processes and the effectiveness of employee interaction in them. Diagnosis of culture is also necessary before planning changes in the culture itself.
The step-by-step plan for diagnosing organizational culture includes the following steps:
- 1. Definition of the subject of diagnostics: setting a management task and determining the goals of the study.
- 2. Determining the diagnostic object: choosing the aspects of organizational culture to be studied.
- 3. Selecting a measurement strategy. Development of methodological and practical tools.
- 4. Taking measurements.
- 5. Analysis of the obtained characteristics of organizational culture, determination of its type (if provided for by the methodology).
- 6. Basis for forecasting and making management decisions. Development of a set of measures (specific recommendations). Forecasting possible problems in the field of personnel management and in general in the work of the enterprise.
Traditionally, there are three main strategies for studying organizational culture, each of which includes its own methods of research and analysis:
- 1. The holistic strategy involves the researcher being deeply immersed in the culture and acting in it as a deeply involved observer, consultant, or even member of the team. These are the so-called field methods of studying a situation through real immersion in it. The main goal of the researcher is to become “an insider” and then use the entire arsenal of means of observation and obtaining information. Tools for such analysis: timing, diary keeping, method of empirical observations, stop exercises, experience of confession, etc. Modern consultants also use such forms of work as working groups consisting of consultants and company employees, seminars and discussions with key company officials.
- 2. The metaphorical (linguistic) strategy consists of studying samples of existing normative and methodological documents; documents regulating the system of relations and exchange of information between various parts of the organization; reporting, as well as the peculiarities of the language of these documents, tales and legends, stories and myths, anecdotes and jokes, communication stereotypes, slang, anthems and company mottos. For example, as one of the methods for discovering and describing values, E. Schein offers content analysis of intra-organizational documentation.
- 3. Quantitative strategy involves the use of surveys, questionnaires, interviews, focus groups and other similar methods, borrowed mainly from sociology, as well as model analysis methods. The advantages of questionnaires are that they allow you to cover all layers of the organization in a short time and obtain an objective picture of people’s values and attitudes. In order for these methods to be truly effective, it is necessary to construct questions in such a way that they reflect the basic value systems of employees (i.e., the culture itself), and not a secondary attitude to the essence of the phenomena (for example, the social climate in the team).
As part of the quantitative culture diagnostic strategy, one of the most popular diagnostic methods is the method of K. Cameron and R. Quinn. The authors suggest that this method use "a scenario analysis procedure in which respondents' responses reflect the extent to which the written scenarios are significant to the culture of their own organization...Respondents may not be aware of critical cultural attributes until they are confronted with the cue included in the questionnaire script."
Thus, K. Cameron and R. Quinn studied performance indicators large companies in two dimensions. Within the first dimension, some companies consider themselves effective if they are stable, predictable and mechanistically consistent, others - if they are prone to change, adaptive and constantly moving forward. The second dimension views performance criteria as either internal orientation, integration and unity, or external orientation, differentiation and competition. These two dimensions form four quadrants, each of which corresponds to a different type of organizational culture. This typology represents practical value, as it covers key characteristics of crops, incl. in the field of personnel management, allows you to obtain their qualitative and quantitative assessments and diagnose changes in the culture of enterprises. A tool for assessing the current culture and its preferred state is a questionnaire developed by the authors of the typology. The methodology for constructing organizational culture profiles (OCAI) is quite well known and popular among Western and domestic consultants.
So, organizational diagnostics gives an idea of the strengths and weaknesses organization, its resources, potential capabilities, shows which elements of the management system are ignored, missed or underestimated. In addition, diagnosing an organization is extremely useful work to develop managerial thinking and improve the management skills of the company's managers themselves. This is a valuable resource that needs constant “feeding” and continuous development.