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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

Organizational culture change

Completed: student gr. FM 5-1

Chebotareva A.V.

Rostov-on-Don

Introduction

1. Organizational culture of the individual

2. Preconditions for cultural changes. Preparing for change

3. Changing the culture of the organization

Conclusion

List of used literature

INTRODUCTION

Considering organizations as communities with a uniform understanding of their goals, meaning and place, values ​​and behavior, gave rise to the concept of organizational culture. The organization forms its own image, which is based on the specific quality of products and services provided, rules of behavior and moral principles of employees, reputation in the business world, etc. achieving performance results that distinguish this organization from all others.

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

By definition, the organizational culture that has developed over many years is the most stable cementing element of the organization. However, it is also undergoing changes. First, organizational culture evolves naturally under the influence of changes 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 outstanding leadership qualities, perseverance, patience, strategic thinking from the people who manage it. Change is an action during which various transformations take place in our life. Speaking about changing the culture of the organization, one should be aware that it entails a change in the behavior of each member of the organization and his unique general psychology. Usually steering groups imply that this will affect them personally, but in relation to themselves they mean only general phrases such as: "transfer more power to subordinates", "pay more attention to innovations", etc. These changes are not conceived by managers as systemic changes and, of course, exclude any interference with their own unique psychology.

Very little research has been done on cultural change. The largest number 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, characteristics of the behavior 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

A person is the basis of any organization, which itself is created for a person. 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 personality? Each person has a unique and unique set of genes. A gene is a unit of hereditary material responsible for the formation of some elementary trait. The totality of all genes in an organism makes up the human genotype. Genes are very stable and retain their properties over several generations of people. The genetic base is unique to each individual and explains some of the differences between people.

Individuals who find themselves in the cycle of various environments, subcultures and institutions can change individual gene codes temporarily, permanently or episodically. These influences turn out to be stronger for some and weaker for others. They operate in direct and opposite directions. Genes are influenced by differences in the organizational environment, in reward systems, work design, leadership style, and so on.

Features of the organizational culture of a person is that it is a function of the personality of the individual and environment... In addition, behavior, personality and environment have a mutual influence on each other.

The personality structure 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 interests of the organization;

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

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

4) as part dynamic system mutual influences. The influence of the environment can subsequently significantly affect human behavior in a positive or negative direction. People who exercise more self-leadership and are intellectually flexible are more likely to seek and achieve high levels of self-improvement in the natural development of the gene set.

The organizational culture of a person is influenced by habits and inclinations, needs and interests, Political Views, professional interests, moral values, temperament.

Stubbornness is a stable, constant trait of a person's character. Some people are more stubborn than others. Is it possible to measure this or another personality parameter? To date, there are still no units of measurement, but it is possible to evaluate their manifestation in comparison with other people.

Most often, to assess personal characteristics, the method of self-report on the questionnaire and its expert assessment is used. The questions of the questionnaire can be of the following plan:

If your activity is interrupted, do you return to it quickly or based on interest in it?

Does it annoy you when you have to postpone what you have 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 tax will also be more honest when taking exams, filling out a job application, and playing cards.

OK of a person is based on the following personality traits:

Positive reaction to those in power. Power is a must in organizations. To work effectively, a leader must have an approach to personality in order to avoid negative reactions to those in power. Personality must respect authority as a mandatory attribute of leadership;

The desire to compete. Limited resources are common in an organization. Workers at all levels must compete with other similar workers in finding best solution in the distribution of 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 their thoughts, speak in public. He must be convinced of his ideas and opinions, this makes it possible to exert influence;

Striving to play the role of an informal leader. A person should strive to stand out from others in different areas activities. The person has to play roles. The more roles a person can master, the higher his level of organizational culture;

Tolerance for routine administrative work. Management positions of any rank require the individual to pay specific attention to counting, paperwork, entertainment, reading and answering correspondence and phone calls. A person may be dissatisfied with such duties, but must take them as a necessary duty. Frustration can be a manifestation of a negative personality state, i.e. persistent disorganization of human consciousness and behavior (spontaneous aggressiveness), which occurs during prolonged repression of basic human needs. The state of frustration is overcome only with the help of psychologists.

You can build a positive set of qualities by learning to do this.

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

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

Obligation to comply with certain rules of conduct,

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

Features of the geographic environment.

2. BACKGROUND OF CULTURE CHANGE. PREPARATION FOR CHANGE

Culture can change over time and under the influence of circumstances. Therefore, it is important to know how to make changes to such a series. The methods of changing the culture of the organization are consonant with the methods of maintaining the culture. This is:

· Change of objects and objects of attention from the side of the manager;

· Changing the style of managing a crisis or conflict;

· Redesigning roles and changing focus in training programs;

· Changes in incentive criteria;

· Change of emphasis in personnel policy;

· Change of organizational symbols and rituals.

The preparatory phase of the changes includes:

· Awareness of the need for change (determining the need for change, often due to external factors affecting the organization);

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

· Identifying forces that facilitate and restrain organizational change;

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

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

After going through this preparatory stage, you can move on to the change process - the change program - and assess how successfully you have 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 identifying and overcoming initial resistance and the ability to get people to accept new image thoughts (belief system) necessary to effect change. The main problem in the second phase is implementing change, and this requires very careful planning. The task of the penultimate stage is to ensure that the change is permanent. It is at the third stage that it should be officially and unofficially secured, i.e. it is imperative that interested people accept it sincerely and that it becomes part of the culture of the organization. It is in the third stage that innovation is most at risk. The last step change implementation program is the evaluation stage. It is very difficult to evaluate. However, if the goals are carefully defined and the ways to achieve them are clearly described, then assessment is possible, although it is not easy to do.

Change is of the utmost importance to managers. It is the main element of the activity of every leader. The 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 force anyone interested person feel that he will only benefit from this change if he does not oppose it. There is a consensus that if you take an active rather than a passive attitude toward change, you will get a positive, not a negative reaction.

Changes are an important element of our life, they occur frequently, and their number tends to increase. We often find ourselves involved in the process of change at work, either as initiators of it or as unfortunate victims of other people's efforts. It is very difficult for us to come to terms with it, because change can be completely unpredictable or inevitable.

A number of difficulties arise in carrying out cultural changes. In particular, these difficulties arise from resistance to cultural change. This becomes clearly visible when changes begin to affect the deep content of the organizational culture (basic assumptions, beliefs and values). It is noted that the implementation of radical and rapid changes in the content of the organizational culture occurs with great difficulties and more painful than the implementation of slow changes. A similar relationship is found in the implementation of changes in organizations with a strong and weak organizational culture. 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 culture prevailing in the organization.

For managers who are extremely busy solving many problems, the introduction of a change can lead to 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 changes provides an opportunity for real creativity. There is a lot to learn in the process of change. Also, think about what might happen if you don't make these changes?

The types of changes are varied:

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

· · Introduction of new equipment and technology;

· · Change in the organizational structure;

· · Dismissal of workers;

· · Expansion of responsibilities;

· · A new system of remuneration;

· · Changeover 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 that "transmission" of culture and justification of behavior plays in this process. Depending on the situation, the relationship between changes in behavior and culture in one direction or another can be found over a period measured from several months to several years. Therefore, it is important for the analysis to distinguish between cultural change and other organizational changes and investigate 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, workers can change one or more beliefs or values, but they are not able to change their respective behavior. Some people believe that smoking is harmful, but they cannot quit smoking. In commercial organizations, people change their basic assumption about the influence of the external environment, but they lack the appropriate knowledge, skills and abilities to change behavior.

In all these and them similar cases the main problem is that the people in the organization do not have the capabilities and training required to change behavior in the given environment. As practice shows, this problem can be solved rather by learning (learning from your mistakes) in the organization than outside it.

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

the main problem in this case, it is a 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 for fear of losing the compensation they receive, or they get satisfaction from the ability to adjust to a new state of affairs, and not because they actually deeply believe and appreciate what they are asked to do.

The third combination is that changes are taking place in the field of behavior and in the field of culture. This is a situation of constant change in the sense that people truly and truly believe and appreciate the way they do their job in a new way. Consistency arises from the fact that each of the parties (behavior and culture) mutually reinforce and support each other. This, in turn, develops inner satisfaction due to the fact that people really appreciate and believe in change more and more, changing their behavior further.

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

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

Whereas there is no clear evidence of the superiority of new assumptions, cultural changes are likely to follow behavioral changes. A situation may arise in which changes in culture may occur much later after the changes in behavior, or even never take place. Experts recommend managers who find themselves in a similar situation to “seize the moment”. If managers cannot do this themselves, then consultants should be used. In both cases, a “change agent” is required, which intervenes 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 behavioral changes occur in an organization, it is not difficult to determine this, since everything seems to lie on the surface. In the case of culture, change is taking place in the minds of people and it is difficult to be sure whether a change has occurred or not. A good test of the impact of cultural change is the fact that people continue to behave in a new way after leaving the organization as the leader of this new culture. If the leadership of the organization is trying to find out whether there have been changes in the culture, then this already indirectly indicates whether this has actually been achieved or not.

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

· · Increasing organizational efficiency and morality;

· · A fundamental change in the mission of the organization;

· · Strengthening of international competition;

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

· · Acquisitions, mergers, joint ventures;

· · Rapid growth of the organization;

· · Transition from family business to professional management;

· · Entry into foreign economic activity.

One of the main problems of company management is stagnation. Stagnation is an additional risk for the company arising 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 are trying again because the culture is not results neutral. There are cultures that contribute to the achievement of organizational goals in certain conditions, and, conversely, hinder it. The transformation of organizational cultures takes many years and even decades.

3. CHANGE IN THE CULTURE OF THE ORGANIZATION

The culture of an organization may be acceptable for a given time frame and environment. Changing conditions of external competition, government regulation, rapid economic changes and new technologies require changes in the culture of the organization, which restrains the increase in its efficiency. It takes a long time to create a new organizational culture as the old organizational culture takes root in the minds of the people who remain committed to it. This work includes the formation of a new mission, the goals of the organization and its ideology, a model of effective leadership, the use of the experience of previous activities, ingrained traditions and procedures, an assessment of the effectiveness of the organization, its formal structure, the design of premises and buildings, etc.

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

The organizational culture includes the management culture of the organization. It is realized in increasing the emotional state of employees and enhancing their activities.

Organizational crisis. It challenges existing practices and opens up opportunities 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 major clients, a sharp breakthrough of competitors into the organization's market.

Change of leadership. Since top management is a central factor in shaping the culture of an organization, replacing top leaders encourages the introduction of new values. But new leadership alone is not a guarantee that workers will embrace new values. New leaders need to have a clear alternative vision of what the organization can be and have credibility.

Stages of an organization's life cycle. Changing the culture of an organization is easier in transition periods from its creation to growth and from maturity to decline. When an organization enters the growth phase, a major cultural change will be needed. The culture of the organization has not yet taken root, and employees will accept changes if:

* the previous success of the organization does not correspond to 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 appears when an organization enters a phase of decline. At this stage, staff cuts, cost reductions, and other similar measures are usually required that dramatize employee sentiment and signal that the organization is in crisis.

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

The size of the organization. It is easier to change culture in a small organization, because in it the communication of leaders with employees is closer, which increases the possibility of spreading new values.

The level of culture. The more widespread the culture in an organization and the higher the cohesion of a 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 stronger the resistance to changing the dominant culture.

To change culture requires a specific culture management strategy in the organization. She suggests:

* culture analysis, which includes an audit of culture to assess 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 the conditions for change are favorable, leaders should not expect to adapt quickly to organize new ones. cultural property... 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, characteristics of the behavior 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 organizational culture components include the following personality traits: a positive reaction to those in power, the 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.

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

Artificial formation of organizational culture by specialists of consulting firms,

By natural selection of the best norms. rules and standards introduced by the leader and the team.

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

LIST OF USED LITERATURE

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

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

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

4. Magura M.I. Modern personnel technologies / M.I. Magura, M.B. Kurbatov. - M.: CJSC "Business School" Intel - Sintez "", 2010.

5. Malinin E. D. Organizational culture and business performance. - M .: Publishing house of psychology-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. and.], 2006.

8. Semyonov Yu.G. Organizational culture: tutorial... - M: Logos, 2006. - 65p.

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

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The concept and types of organizational culture. A framework for competing values. The levels at which culture can be analyzed. Change of organizational culture and its functions. The problem of motivation and its formation. Necessity theories.

Any organizational culture undergoes changes. Considering the change in the culture of the organization, it is necessary to take into account that it will entail a change in the behavior of each employee and his unique psychology.

Varieties of changes:

1. Organizational culture evolves naturally under the influence of changes in the external environment.

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

Types of changes:

Modification in the organizational structure;

Revision of job descriptions;

Changes in the remuneration system;

Introduction of new equipment and technology;

Reduction of staff;

Expansion of the responsibilities of employees;

Change of 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 can unfold over a period of several months to several years. Therefore, it is necessary to distinguish between cultural change and other organizational changes and investigate them simultaneously.

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

Objects and objects of attention from the head;

Accents in personnel policy;

Management style conflict situation;

Incentive criteria;

Organizational symbols and rituals.

Kurt Levin(American researcher, author of scientific papers on management problems) highlights the following stages of organizational culture change:

1. Preparatory stage changes include:

Awareness of the need for change;

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

Determination of the degree of complexity with which the implementation of changes will be associated;

Establishing forces to facilitate and perpetuate organizational change;

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

Determining an appropriate change strategy so that change can be effectively managed.

2. Defrosting. At this stage, the main challenge is identifying and overcoming initial resistance and getting employees to adopt the new mindset needed to bring about change.

3. Changes. The main problem at this stage is the implementation of the change, and this requires meticulous planning. and constant monitoring.

4. Freezing. The task of the freeze phase is to ensure that the change is permanent. It is at this stage that it should be officially and unofficially secured, i.e. it is imperative that interested employees accept it and that it becomes part of the culture of the organization. It is at this stage that innovation is most at risk.

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

The meaning of the changes: making change is part of any leader's job. It is necessary to correctly determine when changes are desirable and when necessary. There are a number of difficulties in implementing culture change in an organization, especially when the change affects the underlying content of the organizational culture (underlying assumptions, beliefs, and values). In such a situation, it is advisable to make changes gradually.

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

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

Topic 7. Mechanisms of organizational culture change

Changes in the culture of an organization can occur, and in practice do occur, depending on the stage the organization is in. For example, when a culture is in the growth stage, ways of manipulating the mechanisms of implementation are simultaneously ways of changing the entire culture. These are: attention, control and reward from the leaders; the role of leaders as role models; how they allocate resources; how people are selected, promoted and fired; what is organizational structure and the processes of its creation, etc. However, it is worth the organization to accumulate sufficient history successful development and thus pass into the stage of maturity, as such manipulations become insufficient or produce only a superficial effect. It turns out that it takes a lot more effort and time to change deeply rooted beliefs.

Dynamics of changes. The fundamental concepts underlying any change in the human system can be taken from work Kurt Levin) and supplemented by E. Shein's research in the field of imposition of beliefs, vocational education, group dynamics and management development . Any human system is aimed at maintaining balance and seeks to maximize its independence from the environment. Survival, adaptation, growth - all this requires maintaining the integrity of the system, despite changes in the environment that constantly upset the balance. The function of cognitive structures, such as: concepts, attitudes, values ​​and perceptions, is to order a variety of environmental stimuli, to comprehend them and, thus, to give a person a sense of stability and predictability of events. This stabilizing and meaning-forming function is performed by a set of common ideas that are developed in groups and organizations over time. The development of culture, therefore, is one of the ways in which a group or organization retains its integrity and autonomy, differentiates itself from the environment and other groups, and acquires individuality.

Defrosting. If in any part of the basic structure more or less significant changes take place, which cannot be called insignificant, incremental, then the system, first of all, must experience a state of imbalance, which activates the process of adaptation aimed at something more than a simple strengthening of already existing ideas ... The emergence of such an imbalance, the removal of the system from equilibrium, Levin called "unfreezing", or the formation of motivation to change. In my research, I found that unfreezing inevitably consists of three completely different processes, and in order for the system to be motivated to change, each of them must occur to some extent: (1) a sufficient amount of data contradicting the established order of things, which leads to to severe discomfort and imbalance; (2) linking conflicting data with important goals and ideas that generate anxiety and / or guilt; and (3) sufficient psychological safety, that is, having the ability to solve a problem without losing individuality or integrity, which allows members of the organization to agree with conflicting data, rather than deny it in defensiveness.

Conflicting data is any information that shows an organization that some of its objectives are not being met or that some of its processes are not delivering the expected results. The volume of sales is decreasing, the number of complaints from customers is growing, the return of defective goods is increasing, managers and employees are leaving more actively than usual, employees are increasingly not going to work due to illness or other reasons, etc. Most often, this information is only symptomatic; it is most likely not telling the organization what the problem might be, but by pointing out that a problem exists, it disturbs the balance. The members of the organization feel discomfort from this.

By itself, such a contradiction does not yet motivate change, because members of the organization may find information of little value in achieving main goals or implementing ideas. In other words, if employee turnover rises unexpectedly, leaders might say; "Only bad workers leave, we don't need them anyway." Or, if sales are decreasing, the reaction might be, "This is just a small downturn in the economy." Anxiety or guilt occurs in an organization only when conflicting information is linked to important goals or ideas, and it is impossible to deliberately deny this connection, even if the information has a threatening connotation. However, anxiety and guilt can also be suppressed, so if the information is contradictory enough, it is still not enough to motivate change, if it threatens the very sense of individuality or integrity of the person or group.

In this case, the situation is very common when conflicting data exist for a long time, but due to insufficient psychological safety, the organization avoids feelings of anxiety or guilt, refuting the reliability or even denying the existence of such information. The essence of psychological safety, therefore, is that we can agree with the need for change, if this does not threaten us with a sense of loss of integrity or individuality. If the forthcoming change poses a threat to me, I will deny the findings and the need for transformation. And only if I feel that in the process of changing or learning something new I can preserve my individuality or integrity, I can think about it.

The same thing happens at the organizational level. If, to increase sales, an organization must implement a completely new architecture of the interconnection of the components of the technological process, then that Henderson and Clark called evolutionary change (Generational change), as opposed to incremental or radical changes (in the latter case an entirely new technology develops), then members of the organization will not pay attention to this conflicting information or rationalize it. As noted by the above authors, under such conditions, the organization will learn to apply filters and pay attention only to the data that allows it to make minor, incremental changes. The individuality that is created in the organization and is the basis of its success must be preserved, even if it comes at the cost of an inability to effectively adapt to a changing environment.

Cognitive restructuring. After the organization is unfrozen, a process of change begins in it, depending on whether learning will be carried out by trial and error based on a wide study of the environment or in the form of imitation of the corresponding role models of behavior on the basis of psychological identification with them. In any case, the essence of new learning comes down to a cognitive revision of some basic concepts from a set of representations. For example, when companies that guarantee their employees life-long employment and never fire anyone face economic necessity reduce labor costs, they cognitively redefine the notion of "dismissal" and give it the meaning of "relocation" or early retirement, offer generous compensation, give the employee enough time to find alternative work, provide advice, outplacement, etc., to preserve the idea of ​​their "honest and noble attitude towards people." This process is more than a simple search for justification. This is a true cognitive rethinking by some of the senior managers of the organization.

Most transformation processes involve behavioral change, which is necessary to form the foundations of cognitive rethinking. Behavior can be changed forcibly, but if this was not preceded or accompanied by a cognitive revision of ideas, then after the disappearance of the coercive force, everything will return to normal.

"Freezing". The final stage of any change process is re-freezing, that is, the consolidation of new behavior or cognition through the receipt of supporting data. If no such confirmation occurs, the search and adaptation process continues. As soon as the organization receives corroborating information from authoritative external representatives, stakeholders or internal sources, the new provisions gradually stabilize. After some time, another contradiction will arise, and the process of change is repeated.

This model describes any process of change, no matter what level it takes place: on an individual, group or organizational level. It defines the necessary psychological conditions, without which change will not occur. When it comes to organizational culture and subcultures, we must also consider some of the broader categories of change that apply, in particular, to large social systems. It must also be understood that what is happening in these broader systems is the result of many separate processes, such as those discussed above.

Mechanisms of change and stages of culture formation. At different stages of the evolution of an organization's culture, there are opportunities for change. This is explained by the change in the functions of culture, depending on the stage of development. The table summarizes these stages and lists the corresponding change mechanisms. These mechanisms have the property of cumulativeness, that is, at each subsequent stage, all previous mechanisms operate and new ones are added.

Table - Mechanisms of culture change

Development stage of the organization	Mechanisms of change
Foundation and early growth, development	1. Incremental change through general and particular evolution 2. Change through intra-organizational therapy 3. Change through the promotion of hybrid cultures
Average age	4. Change through systematic feeding from selected subcultures 5. Planned change through the implementation of organizational development projects and the creation of parallel training systems 6. Defrosting and change due to the technological factor
Maturity and decline	7. Change through the introduction of "outsiders" 8. Unfreezing through scandals and debunking of myths 9. Management through transformation 10. Change through the imposition of beliefs 11. Destruction and rebirth

Founding stage and early development ... In the first stage of an organization's development, when it is being created and just beginning to grow, the main impetus for the formation of culture comes from the founders and their views. Their cultural paradigm takes root in an organization if it succeeds in successfully completing its primary task and surviving. Further, the cultural paradigm can be viewed as a manifestation of the distinctive features of the competence of a given organization, the basis of the unity of its members, a "psychological glue" that prevents the organization from falling apart. The focus at this stage is on isolation from the environment and separation from other organizations. The organization makes its culture clear, defined, as integrative as possible and introduces it to all new employees (and / or initially selects them on the basis of compatibility with the culture).

Concerning distinctive features areas of competence, then in young companies there is a greater disposition, preference for certain business functions.

It is difficult for other functions to achieve comparable status and prestige, and their representatives, for example, professional marketers, often hear from managers who have worked in the company since its inception that “marketers never really know what the topic is about”.

The implications for changes at this stage are clear. The culture is young, and the growing company is fully committed to it, because: (1) the main creators of the culture are still working in a team; (2) culture helps an organization define itself and find its way in a potentially hostile environment; and (3) many elements of culture are seen as defenses against anxiety, anxiety during the formation and self-affirmation of the organization.

In this regard, proposals coming from outside or from within deliberately change culture is likely to be completely ignored or actively resisted. Moreover, the dominant members or coalitions in the organization will do everything to preserve and strengthen the existing culture. The only thing that can unfreeze such a situation is an external crisis of the company's survival in the form of a sharp drop in growth rates, loss of sales or profits, a complete failure of a product on the market, or another event that cannot be ignored. In this case, the next stage (transition) may occur automatically for the reason that the crisis can discredit the founder and bring a new senior manager into the arena. If the organization is not threatened by anything of the kind, then so will its culture. How does culture change during the growth stage of an organization? Several mechanisms of change can be distinguished here.

Incremental changes through general and particular evolution. If the organization is not under undue external pressure and if the founder or the organizing family has been with it for a long time, the culture develops gradually, gradually absorbing all the best practices of the past. In such evolution, two development processes are distinguished: the general and the particular.

General evolution. The overall evolution towards the next historical stage includes diversification, complication, increased levels of differentiation and integration, and creative synthesis. In this case, it is implicitly, but it is assumed that the dynamics of development public systems is evolutionary. All groups go through logically related stages, and so does the organization. This especially applies to the structure of ownership, although there is still no definite answer to the question of which stages and which internal dynamics are the impetus for evolutionary development. Moreover, if as a result of the crisis a new leader appears in the company, we can say that new directions of cultural development are generally unpredictable. .

The defensive elements of culture are likely to persist and intensify over time, although they may become better and become an integrated and more complex structure. Basic representations can persist, but their shape can change, which leads to the emergence of new behavior and, as a result, affects the representations themselves. Not all systems have the capacity to evolve into more complex structures, but there is more than enough evidence that human systems are capable of such evolution. The best example of this development is the small modifications that occur in the belief systems and beliefs of leaders as they cope with imbalances from changes in the composition of external and internal stakeholders (i.e. shareholders, suppliers, buyers, employees, etc.).

Private evolution. Private evolution refers to the adaptation of individual parts of an organization to their specific environments and the impact of cultural diversity on the mainstream culture. It is this mechanism that explains the fact that in enterprises consisting of organizations various industries, different "branch" cultures develop, and in subgroups - different subcultures. For example, a high-tech company improves its research skills, while a food or cosmetics manufacturer develops marketing skills. In each specific case, these differences reflect the most important basic ideas about the surrounding world and the actual history of the development of the organization. In addition, as different parts of the organization exist in different environments, each of them learns to adapt to their environment. With the differentiation of subgroups and the development of subcultures, the prerequisites for a major change in the main culture arise. However, at this early stage, these differences will be tolerable and efforts will be made to minimize them.

Self-Fulfilling Evolution Through Organizational Therapy. If culture is viewed as a scientifically based defense mechanism to avoid uncertainty and anxiety, then the organization must be able to assess the strengths and weaknesses their culture and modify its representations, if necessary for survival and effective functioning. Cognitive rethinking is made possible through self-understanding therapy. Members of an organization can collectively reach understanding by collectively analyzing their culture and identifying individual cognitive elements. Such a revision implies either a change in some of the priorities within a set of representations, or the abandonment of an interfering judgment by subordinating it to a more high level... The process of internal deciphering usually leads to such an understanding of culture, which allows the group to choose the direction of its future development. The key role of the leader in this process is to recognize the need for such intervention and to manage the internal decryption process. Leaders do not usually refer to it as therapy, but from a functional point of view (for groups) it is equivalent to the kind of therapeutic care that people seek when they feel unwell.

It is not necessary to completely abandon the protective elements. Sometimes it is enough to understand how they work in order to Negative consequences could be predicted in advance. If defense mechanisms are too costly, a compensatory behavior mechanism can be triggered. Here the following options are possible: (1) to abandon the defense mechanism, which is quite difficult due to the absence of another way to eliminate anxiety, which will inevitably manifest itself after a while (for example, a strong leader is needed who will take all the worries upon himself); (2) develop compensatory mechanisms (for example, meet less often but for longer, classify solutions and seek consensus only on the most certain issues, or find ways to speed up the approval procedure); or (3) break up the company into small divisions, in which the coordination will be more efficient, since the employees know and are able to negotiate with each other.

Guided evolution by facilitating the creation of hybrid crops. The two mechanisms described above protect and preserve culture as it exists, but changes in the environment often cause imbalances that require real change. How can a young and committed organization make such a change? Such organizations are characterized by a process of gradual and incremental change through the systematic promotion of employees whose personal views the best way correspond to the new realities of the external environment. Since they are not outsiders, they agree with the cultural core of the company and are trusted. But, due to their personality traits, life experience or subculture that helped them build a career, they also have ideas that are more or less different from those accepted in the organization, and therefore can gradually lead it to new ways of thinking and acting. When such managers are appointed to key positions, they often hear from others: "We do not like how she changes everything, but she is at least one of ours."

For this mechanism to really work, at least some of the most senior executives of the company must understand what is missing in the organization. This suggests that they have to sort of get out of their culture and do it through a therapeutic process. The information you need can be gleaned from conversations with board members, consultants, or educational programs where they can meet with leaders of other companies. If, at the same time, the need for change is realized, management can appoint to key positions those representatives of the old culture, whose views most closely coincide with the proposed changes.

The transition to middle age: problems of succession. The transition from the initial stage, when the company is dominated by its founder or the organizing family, to the middle age stage, when the organization is run by the second, third and fourth generations of managers, allows for so many options that we can only talk about prototypical mechanisms and events.

The first, and often most important, is the transfer of business from the founder to the second generation director. Even if it is a son, daughter or another person close to the founder, the very nature of an entrepreneur does not allow the founder to easily part with what he created.

At the transition stage, conflicts over whether employees like cultural elements or not are replaced by conflicts over what is good and what is bad in the actions of the founders, because most of culture reflects their personality traits. A struggle ensues between “conservatives” who like the founding culture and “liberals” or “radicals” who want to change it, in part because they intend to gain a stronger position in one way or another. The danger of this situation is that attitudes towards the founder are projected onto the culture and that attempts to replace the founder can seriously damage the culture. If members of an organization forget that culture is precisely the set of solutions that brought them success, comfort, and integrity, they may try to change what they value and need.

At this stage, there is often a lack of understanding of the culture itself and its role in the organization, regardless of how it was formed. Based on this, the mechanism of succession should be developed with the aim of strengthening those components of culture that provide unity, a special sphere of competence and protection from anxiety. This can be done, probably, only by employees of the organization itself, because an outsider cannot understand all the subtleties of various aspects of culture and the emotional relationship between founders and employees. Preparing for the transfer of power usually turns out to be psychologically stressful for both the founder and his potential heirs.

When the top management or founder cannot come up with normal criteria for choosing a new head of the company, cultural issues inevitably arise on the agenda. At this point, it becomes clear that culture, although initiated by the founder, has for the most part become an attribute and “property” of the organization. If the founder or his family still dominates the company, they can expect not changes, but efforts to clarify, integrate, preserve and develop the culture, and primarily because it is associated with the founder.

The transfer of power in an organization, when the founder or his family relinquishes the authority to run the organization, provides an opportunity for cultural reorientation if new leader turns out to be the hybrid we talked about; personifies everything that the company needs to survive and at the same time is accepted by the others, "as he is one of them," and therefore serves as the keeper of the old culture.

Thus, changes in culture and the role of leaders in managing this process at different stages of an organization's development occur through the use of various mechanisms. However, any change includes the emergence of contradictions, feelings of guilt or anxiety, and the need to create psychological safety. When the right balance is established between these three factors, the system unfreezes, it becomes motivated to change. The change takes the form of a cognitive revision of key concepts, and the resulting behavior is “frozen” in the personalities of the people and in the norms and customs of the group.

At the stage of founding and early development, cultural beliefs determine the identity of the group and its specific area of ​​competence, and, as a result, become firmly rooted in people. If leaders notice non-cultural beliefs, the only way they can change the culture is by influencing normal evolutionary processes or by conducting therapeutic interventions. In this way, they broaden the understanding of the group members and thereby enable them to develop the culture in a more manageable way. The second mechanism of change available at this stage is the identification and systematic promotion of "hybrid" members of the organization who are carriers of essential elements culture, but at the same time owning some other - the necessary organization - ideas.

Especially many dangers of a cultural nature are fraught with the stage of transition to the stage of middle age, since the succession of power necessarily puts cultural issues on the agenda. It is very likely that members of the group will confuse the two concepts: elements of culture and elements of the founder's personality. In addition, it is possible to divide into subgroups, one part of which will support the ideas of the founder, and the other will oppose them. But although cultural problems are especially acute during the transfer of power, the mechanisms of change remain practically the same as at the previous stage. The exception is cases when the transfer of power is carried out through the sale of the company and the emergence of a completely new management team in it. In such a situation, the process of forming a different culture begins.

The main problem for leaders is that they themselves must be both inside and outside the culture, i.e. be marginal. This is necessary in order to notice non-cultural representations and to learn new ways of thinking on the eve of unfreezing and changing their organization. This process is especially difficult for founding entrepreneurs because the early success of their organizations leads them to believe that their own beliefs are the only correct ones.

The following concepts should be present in the learning culture:

· The world is governed;

· People tend to solve problems ahead of time;

· To relate to reality and the search for truth need to be pragmatic;

· People are by nature good and, in any case, subject to change;

• both groupism and individualism are permissible;

· The best time horizon is somewhere in the middle between the distant and near future, and the best time intervals are average in duration;

· Accurate and relevant (pertinent) information should be freely circulated through a system of complete interrelationships;

· The organization should be composed of diverse but interrelated units;

• both task-oriented and relationship-oriented are encouraged;

The world, in essence, is a complex interweaving of interdependent forces, in which the multiplicity of cause-and-effect relationships and the inability to give precise definition anything more likely than the linearity and simplicity of these connections.

Thus, the role of learning-oriented leadership in a turbulent world is to develop these beliefs. Leaders must first accept them themselves, and then learn to notice and systematically reward others' appropriate behavior. In mature organizations, leaders need to identify subcultures and sources for learning and innovation, and systematically reward those managers and employees whose beliefs translate into innovation. It remains to determine whether or not the given innovative behavior to success in the external environment and comfort in the internal environment. If so, then a new, innovative culture will gradually form in the organization.

For consideration this issue let's clarify the concept of the term "change". IN encyclopedic dictionaries this term is seen as:
1) a change in the state of an object or process by introducing new features into their structure,
2) correction in order to create new properties of an object or process, etc.
Based on this understanding of the term "change", we can formulate the following definitions the concept of "change in organizational culture."

Ways to change organizational culture:
1. Natural evolution of culture under the influence of changes in the external and internal environment, regardless of the wishes of the leaders of the organization.
2. A conscious change in the culture of the organization by its owners, leaders or other influential groups in order to increase its level of development.
Next, we will focus on the purposeful change of the culture of the organization by stakeholders. Organizational culture as an object of management influences has contradictory nature... The main contradiction lies in the need, on the one hand, to support it with the help of traditions, on the other hand, to carry out changes that meet the requirements of a changing external environment.
Tradition ensures stability, integrity of the organization, coherence of interaction and commitment of employees to the organization and its goals. But traditions can become at the same time a factor holding back changes, hindering development, if they do not already meet the changing requirements of the time. Therefore, the main task of the head of an organization in the field of organizational culture is to consciously influence it and purposefully make changes that are consistent with the goals of organizational development.
Organizational culture changes are required when the existing culture is not conducive to achieving the desired level of organizational performance.
Scientists have developed several models for changing organizational culture. Among them, one can single out the model of K. Cameron and R. Quinn, which includes six initial steps (stages) of cultural change (Fig. 1).


Rice. 1. Sequence of steps for planning and implementing actions to change organizational culture (according to K. Cameron and R. Quinn)
According to the authors of this model of organizational culture change, the purpose of the steps indicated in Fig. 1, is to accelerate the involvement of employees in the organization in the process of changing culture, to minimize their resistance, to explain to them what the new culture should be, to find out which aspects of the culture will remain unchanged, and to design an action plan (measures) that will lead to cultural change. ...
The following summarizes the essence of each of the six steps to change organizational culture.
Step 1. Diagnose the current state and reach a consensus
The goal of this step is to build a team of leading experts in organizational culture perspectives. At the same time, it is assumed that this team will not only assess the existing culture, but in the future will carry out a plan for the implementation of measures to change it.
The assessment of the culture existing in the organization can be carried out by the OCAI method or by the method of A. Balashov and A. Nepomnyashchy.
When discussing the results obtained, the following issues should be taken into account:
... what is most valued in the organization;
... what is being ignored;
... what events reflect the culture of the organization;
... what symbols and behaviors more closely match the organizational culture.
After reaching a consensus among leading experts on essential characteristics organizational culture builds its general agreed profile.
Step 2. Diagnose and reach consensus on the future culture of the organization
At this stage, the culture assessment procedure is repeated. But now a team of leading experts must determine the preferred type of culture. In determining the preferred type of culture, the same tools can be used as for assessing the current culture. The only difference is that when answering the questionnaire, respondents indicate the desired characteristics of the organizational culture in the future.
Among the respondents, the leading role belongs to the head of the organization. It is his vision of the future culture that is of paramount importance.
When discussing the preferred type of culture, everyone in the organization should be involved. In this way, it is easier to reconcile opinions and determine the preferred culture towards which the organization should move.
Step 3. Understanding the results
The goal of this step is to create a consistent vision of what will change, what of value should be preserved, and what the organizational culture will ultimately look like.
At this stage, it is necessary to build on the same graph the profiles of the existing and preferred culture.
Significant inconsistencies between current and preferred culture profiles on the graph will provide a clear indication of which issues to focus on.
When analyzing and comprehending the results obtained, one cannot abandon those features of the organization that give it a certain unique image.
Ultimately, it should be clearly stated:
1) what changes are expected;
2) what core values ​​the organization will not give up on.
Step 4. Illustrated stories
The authors of this approach to planning and organizing cultural change argue that the essence of culture is revealed by various kinds of stories. Desired values, behavioral attributes and moral principles imprinted in the minds of employees of the organization from the stories repeatedly heard. Therefore, at this stage, it is necessary to select two or three cases or events that clearly demonstrate the values ​​that are supposed to be transferred to the future organizational culture.
According to them, the core values, desired orientation and principles of behavior that characterize the new organizational culture should be communicated to the employees of the organization also through stories about the behavior of employees, in this moment possessing these qualities.
The form of presentation by experts of the material should be such that the moral aspect of the stories is fixed in the memory.
Step 5. Strategic actions
This step is carried out after people in the organization have clearly understood what is going to change in the culture of the organization.
At this stage, the team of leading experts must decide what key actions need to be taken in order to begin the process of changing the culture. In other words, at this stage it is necessary to clearly define what needs to be set in motion, what to slow down, and what should be allowed to persist, so that the process of cultural change can begin.
This step ends with the compilation of an agreed list of the most significant key actions that can have the greatest impact on the organization's work in the long term.
Step 6. Implementation plan
The final step is to develop an action plan with an indication of the responsible executors, deadlines for implementation, points of interim reporting and control. This is, in fact, the beginning of a change in employee behavior and the culture of the organization. At the same time, the specialists of the organizational culture change team must set an example and be the first to develop the newly introduced values, norms and rules of behavior.
When making changes, the authors of this model advise adhering to the following principles:
... celebrate even the smallest victories;
... build public support;
... build a system of control and accounting of results;
... provide information;
... measure;
... form a readiness for change;
... explain why;
... organize memorial services (for the past);
... implement not only material, but also symbolic changes;
... adjust the focus of attention to processes. The following sequence of changes is recommended:
1) changes are made to those elements of culture that threaten the life of the organization;
2) changes are introduced that are supported by the majority of the organization's personnel;
3) explanatory work is carried out among the personnel in the need for changes that are not yet supported by many employees of the organization. At the same time, examples of such changes among managers and the most creative workers are shown;
4) upon obtaining the consent of the majority of the personnel, they carry out more complex changes affecting the deeper values ​​and rules of conduct for the employees of the organization.
Only managers who themselves have the necessary level of competence and adhere to the values, principles and norms of behavior corresponding to the desired organizational culture can form the desired image of the organization's culture. Therefore, for managers whose managerial skills and level of competence do not correspond to the desired characteristics of the culture, it is necessary to organize professional development and adapt them to the newly introduced values ​​or to carry out the appropriate reshuffle among the managers of the organization.
Conditions for the success of organizational culture changes:
... culture change initiates and supports the top management of the organization;
... managers of the middle and lower levels understand the need for changes and are themselves ready to set an example for the staff;
... the personnel service not only understands the upcoming changes well, but also develops appropriate technologies for mastering new values;
... it is also very important to educate staff before and during the implementation of changes.
Changing culture is difficult, requiring a lot of effort from the leader and managers of the organization. This may require changes in structure, symbols, systems, personnel, leadership style, professionalism of managers, etc.
As a rule, there can be resistance from personnel when cultural changes are implemented. Therefore, changes must be carefully justified and provide for mechanisms that can help members of the organization adapt to the newly introduced values, norms and rules of behavior.
conclusions
1. The culture of the organization, like any production process, must be managed. In this case, the most important are the processes of its formation, maintenance and change. These are three interrelated processes of organizational culture development.
2. Formation of organizational culture is the process of its formation under the influence of factors of the external and internal environment at the first stages of the organization's life cycle (emergence and formation). According to E. Shein's model, at these stages, its culture is formed as a result of joint overcoming by employees of the difficulties of external adaptation and internal integration.
3. External adaptation is the organization's reaction to the requirements of the external environment, it is finding its own market niche, the formation of relations with business partners, consumers and other market participants. In the process of external adaptation, a mission is determined, goals are set, a strategy is developed, criteria for assessing the performance of personnel, etc.
4. Internal integration is the formation of a single team of individual employees of the organization in the process of jointly solving their tasks and achieving common goals. In the process of internal integration, powers are distributed, norms and rules of relations in the team are developed, methods of encouragement and punishment are determined.
5. Two organizations that have approximately the same production structure and similar economic conditions can form different cultures... This is because the leaders and members of these organizations have chosen alternative directions development of their organizations (main goals, declared slogans, management structure, control system, prevailing communications, etc.).
6. When forming an organizational culture, it is necessary to adhere to the following principles: validity, universality, accessibility, clarity and unambiguity, a priori, attainability, respect for national culture and etc.
7. In the process of development of the organization, the number of its personnel increases due to the attraction of new members coming from organizations with a different culture, which may threaten the preservation of the culture that has developed in the organization. The most popular methods of maintaining organizational culture are: adherence to the principles of recruiting new members, "fit" into the culture of the organization; socialization of newly hired workers; role modeling and training; a system of rewards, privileges, promotions and punishments; organizational ceremonies and rituals; dismissal of members of the organization who deviate from its culture.
If a leader is not involved in maintaining and developing the culture of his organization, countercultures can gradually develop in some departments that reject the values ​​that most members of the organization adhere to.
8. A change in culture is a change in the values, norms and rules of behavior that are customary and shared by employees, which become an obstacle to the adaptation of the organization to the external environment and the formation of a new organizational structure. Changing it is required when the existing culture is not conducive to achieving the desired level of organizational performance.
9. Scientists have developed several models for changing the culture of an organization. Among them, one can single out the model of K. Cameron and R. Quinn, which includes six initial steps (stages) of culture change: 1) diagnosis of the current state and reaching consensus, 2) diagnosis and reaching consensus in understanding the future culture of the organization, 3) understanding the results, 4 ) illustration stories, 5) strategic actions, 6) implementation plan. This approach to culture change can significantly reduce the resistance of personnel to ongoing changes in the organization.
10. It is recommended to change the culture of the organization in the following order: 1) changes are made to those elements of culture that threaten the life of the organization; 2) changes are introduced that are supported by the majority of the organization's personnel; 3) explanatory work is carried out among the personnel in the need for changes that are not yet supported by many employees of the organization; 4) upon obtaining the consent of the majority of personnel, they carry out more complex changes affecting deeper values ​​and rules of conduct for employees of the organization.

Culture can change over time and under the influence of circumstances. Therefore, it is important to know how to make this kind of change.

Methods for changing the culture of an organization are:

Change of objects and objects of attention on the part of the manager;

Changing the style of managing a crisis or conflict;

Redesigning roles and changing focus in training programs;

Changing the incentive criterion;

Change of emphasis in personnel policy;

Change of organizational symbols and rituals.

It should be noted that changes in behavior can lead to changes in culture, and vice versa.

There are three possible combinations of behavioral and cultural change in an organization. In the case of the first combination, changes in culture occur without changes in behavior.

In this case, workers can change one or more beliefs or values, but they are not able to change their respective behavior. Some people believe that smoking is harmful, but they cannot quit smoking. In commercial organizations, people change their basic assumption about the influence of the external environment, but they lack the appropriate knowledge, skills and abilities to change behavior.

In all these and similar cases, the main problem is that the people in the organization do not have the skills and training required to change behavior in the given environment. As practice shows, this problem can be solved rather by learning (learning from your mistakes) in the organization (at work) than outside the latter.

The second combination is behavior change without cultural change. In this case, one or more members of the organization, and maybe even a group or groups of employees, may be convinced that organizational change must occur, although individual employees may not want to. Depending on the status and influence of the former, changes in the organization can occur in the direction they have intended. Opponents of change will formally be forced to follow the chosen course of change and even adopt new symbols, but internal disagreement will prevent the translation of the new into the basic terms of organizational culture (proposals, beliefs and values).

So, now in many commercial organizations people of the "old school" work, conscientiously performing their work at a professional level in the 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 the terms of a new culture, figuratively speaking, into a habit.

People change their formal behavior either for fear of losing the compensation they receive, or they get satisfaction from the ability to adjust to the new state of affairs, and not because they actually deeply believe and appreciate what they are asked to do.

The third combination is that changes are taking place both in the field of behavior and in the field of culture. This is a situation of constant change in the sense that people truly and truly appreciate the way they do their work in a new way. Consistency arises from the fact that each of the parties (behavior and culture) mutually reinforce and support each other.

This, in turn, develops inner satisfaction due to the fact that people really believe in and value change more and more, changing their behavior further.

A number of difficulties arise when making changes in the culture of the organization.

In particular, these difficulties arise from resistance to cultural change. This becomes clearly visible when changes begin to affect the deep content of the organizational culture (basic assumptions, beliefs and values). It is noted that the implementation of radical and rapid changes in the content of the organizational culture occurs with great difficulties and more painful than the implementation of slow changes. A similar relationship is found in the implementation of changes in organizations with a strong and weak organizational culture.

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

Whereas there is no clear evidence of the superiority of new assumptions, cultural changes are likely to follow behavioral changes. A situation may arise in which changes in culture may occur much later after the changes in behavior, or even never take place.

Experts recommend managers who find themselves in a similar situation to “seize the moment”. If managers cannot do this themselves, then 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 suited to the culture of the organization, and the dismissal of members of the organization who deviate from its culture.

Determination of the fact of a change in culture. When behavioral changes occur in an organization, it is not difficult to determine this because everything seems to lie on the surface. A change in the content of culture is required when the existing culture in the organization does not contribute to 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:

Improving organizational efficiency and morale;

Fundamental change in the mission of the organization;

Strengthening international competition;

Significant technological changes;

Important changes on the market;

Acquisitions, mergers, joint ventures;

Fast growth organizations;

Transition from family business to professional management;

Entry into foreign economic activity.

Questions to consolidate the material

1. What are the basic principles of organizational culture formation?

2. List the stages of organizational culture formation known to you.

3. Why is the purposeful formation and management of the organizational culture practiced?

4. What are the main methods of forming OK. Describe each of them.

5. In the course of solving what main problems is the formation of the joint experience of the members of the organization as a social unit?

6. Explain the role of the leader in the formation of organizational culture.

7. Expand the essence of the main methods of maintaining organizational culture. How do they differ from the methods of forming organizational culture?

8. What are the main methods of changing the organizational culture do you know? Describe them.

9. What is the essence of determining the fact of a cult change?