Peculiarities organizational culture in Russia

 

Федеральное государственное бюджетное  образовательное учреждение

высшего профессионального  образования

«РОССИЙСКАЯ АКАДЕМИЯ НАРОДНОГО ХОЗЯЙСТВА

И ГОСУДАРСТВЕННОЙ  СЛУЖБЫ

при ПРЕЗИДЕНТЕ РОССИЙСКОЙ ФЕДЕРАЦИИ»

 

ПОВОЛЖСКИИЙ ИНСТИТУТ УПРАВЛЕНИЯ имени 

П.А. СТОЛЫПИНА

 

Факультет Экономики и управления

Направление подготовки Управление персоналом

Кафедра Английского языка

 

 

 

РЕФЕРАТ

на тему:

 

«Peculiarities organizational culture in Russia»

 

 

 

Автор работы:

студент 1 курса

очной формы обучения

Ф.И.О.: Евсеенко В. А.

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Руководитель  работы:

                                                                                           Ф.И.О.: Ревина А. А.

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Саратов 2013 г.

 

 

 

Contents                                                                                                                           

1. Concept of organizational culture and its version ………………………..3-4
2. In modern Russia there are four types of organizational culture …………4-7
3. Bibliography…………………………………………………………………8 
   

Concept of organizational culture and its version

The organizational culture is a set of ideas, views, the values divided by all members of one organization which sets to people reference points of their behavior and actions. Ideas, views, values can be absolutely different including in dependence because that underlies: interests of the organization as a whole or interests of its certain members. Valuable orientations are transmitted to employees through symbolical means of a spiritual and material environment of the organization - style of behavior and communication, symbolics and traditions, clothes style.

In the modern concept of management is an important element recognition of social responsibility of management both before the Russian society as a whole, and before the people working in the organization. Today the attention is paid to the person as a key resource of the company and to creation of conditions for realization of its potential and ability to effective work. Corporate culture - one of the most effective means of attraction and motivation of employees. As soon as the person satisfies requirements of the first level (material), it has a need for other: situation in collective, community of values - and here to the forefront there is an organizational culture.

The corporate culture brings to firm absolutely concrete material result. The favorable atmosphere in firm has not only material, but also the spiritual party.

The corner principle of its construction is creation of the general psychology and the uniform purpose of community of the people making the personnel of the company. The base of organizational culture puts and the head of the company, from his outlook forms, professional experience and a living position the atmosphere reigning in collective depends.

Forming organizational culture, it is necessary to understand accurately that it can't be operated directly. It is possible to create only conditions in which it will develop. It is obvious that the culture of behavior of the person highly depends on type of the personality just as the organizational culture depends on company type, it in the same degree is specific as the firm and its personnel is special.

Identity of organizational culture concerns such questions, as firm specialization, the identity of its head, specific features of each employee, style of the management and management (authoritative, advisory, partner, democratic), decision-making processes, distribution and exchange of information, nature of contacts between the personnel.

 

In modern Russia there are four types of organizational culture

1. If the organization functions on the basis of system of rules, procedures and the standards which observance has to guarantee its efficiency, the organizational culture is bureaucratic and role. Between the staff of such Russian companies the strict administrative hierarchy is built, thus each worker carries out certain labor duties. The main source of the power are not personal qualities of the employee, and the position held by it in hierarchical structure. All decisions are made only by the head. The bureaucratic and role organizational culture most often meets in the large Russian companies working at rather stable market having firm positions.

2. Other type of organizational culture in Russia - power which is formed most often in the private companies where the head is the manager and the owner. Besides the administrative power, it is also allocated with obviously expressed leadership skills. Round that leader the special circle of close employees by means of whom he presides is created, but the last word always remains behind it. Employees in the company with such culture can be less limited in the actions, than in the bureaucratic and role organization, are more initiative and even take part in decisions. But behind them more rigid control is exercised. Besides formal fulfillment of duties, from people manifestation of personal loyalty to the chief is required, and this fact is decisive. The power of organizational culture is preferred by the companies being in a stage of formation as it promotes mobility and easy adaptation to any changes in the market. However mobility of firm depends on personal and professional qualities of her leader.

3. Some Russian enterprises are obliged by success of the activity personal to the focused organizational culture. In such collective experts with high level of professionalism and a personal responsibility, as a rule, work. The personal organizational culture gives huge opportunities, both for satisfaction of ambitions, and for realization of personal interests and an initiative of employees. In its basis lie ability of experts to agree among themselves and their independence from each other. As a rule, activity of workers isn't supervised "from above" but only it is coordinated. Subordinates possess big independence and can work on flexible hours. The main criterion of efficiency in such companies - professional and accurate execution of the assumed obligations. Thus in firms with personal organizational culture collective, communal, friendly relations between employees are, as a rule, cultivated. For this type of culture hierarchy of the relations is characteristic: the head holds position of the first among equal, and all decisions are made jointly. Ordinary employees in it directly participate and always in a course of plans of the management. The Russian organizations, which activity is under construction on this type, to a thicket exist in lawyer offices, consulting firms, architectural bureaus, design studios.

4. The fourth version of the organizational relations in Russia - target culture. It is formed in the firms which activity is directed on the solution of specific objectives. The organizations from target organizational culture have quite indistinct structure. And, nevertheless, functions of each worker here are accurately limited and painted, everyone is responsible for the site. Work of employees is rigidly supervised, and the reporting system is sometimes used. The head in such organizations usually carries out functions of "coordinator" and doesn't emphasize leader. As well as in firms with personal culture, decisions are made jointly, and employees have access to all internal information. The target culture is effective when situational requirements of the market are defining in organization activity.

is decisive. The power organizational culture is preferred by the companies being in a stage of formation as it promotes mobility and easy

The philosophy of firm is connected with management philosophy as the heads, owning a full range of powers, internal and external image of the enterprises creates. In Russia of the period of reorganization image of the companies developed chaotically, in comparison with the modern thought-over image of firms and the companies. From the very beginning the head needs to give the report that ideal image of any organization has to proceed from its tasks. The credo of the firm is obliged not only to create the management of the enterprise, but also to bear responsibility for it that in Russia it isn't observed yet.

It is considered to be that the main criterion of existence or absence of organizational culture in the company is turnover of staff. The atmosphere reigning in the company, consists of a set of objective and subjective components, but essentially they can be divided into four groups:

* professionalism of each employee and high extent of professional interaction in collective;

* devotion and loyalty in relation to firm (devotion can be true, pragmatical and compelled);

* interpersonal relationship in collective;

* material and moral incentives of encouragement.

One of the most important points is that the employee has to consider the firm purposes as own purposes and to be completely involved in enterprise activity, and also to see the professional prospects and to feel care of from the management. The positive relation from the management, an objective assessment of achievements of the employee, granting possibility of the professional and career growth, healthy psychological climate in collective, feeling of importance of performed work and own importance in its realization, mutual understanding with the management and colleagues.

The good psychological climate and the benevolent relation allow people to achieve more solid goals for itself, instead of for someone. Than the situation is more difficult, especially the companies with strong corporate culture, with traditions, with the people, ready to support at the difficult moment of each other and the firm are competitive.

 

Bibliography

1. Hill R. EuroManagers and Martians: The Business Cultures of Europe’s Trading Nations//Europublic. — 2010. — SA/NV/ — P. 10.
2. Fritzsche D.P. Business Ethics. A Global and Managerial Perspective, 2009. P. 105.