The main elements in the formation of the corporate culture of the organization (on the example of the Municipal Autonomous Preschool Educational Institution Child Development Center - kindergarten No. 152 "Aistenok")
Introduction
The main aspects of corporate culture
1 Concepts and essence of the corporate culture of the organization
2 Elements of corporate culture. Value system and standards of behavior
3 Formation and essence of corporate culture in the education system
Analysis and identification of the features of corporate culture in the Municipal Autonomous Preschool Educational Institution Child Development Center - Kindergarten No. 152 "Aistenok"
1 Characteristics of MADOU CRR - kindergarten No. 152 "Aistenok"
2 Analysis of the elements of the corporate culture of the Municipal Autonomous Preschool educational institution Child Development Center - kindergarten №152 "Aistenok"
3 Proposals for improving corporate culture in MADOU CRR - kindergarten №152 "Aistenok"
Conclusion
Bibliography
Applications
Introduction
Increasing the level of education, qualifications, awareness of workers and the public as a whole requires managers to use more and more sophisticated and sophisticated management methods every day. To control events, it is no longer enough to control the behavior of people. Today it is necessary to manage the thoughts and feelings of people, to form public opinion and mood. Such management involves the establishment and maintenance of targeted systematic communications with various groups of the public - with partners, with the general public and the media, with the local community and government agencies, with the financial community and, of course, with employees.
When working with the latter, there is a need to create a unified system of values, norms and rules, i.e. a corporate culture that allows you to achieve effective work, focus on achieving the goals of the company, and self-fulfillment for the employees themselves. After all, corporate culture is not only the image of the company, but also effective tool strategic development business. Its formation is always associated with innovations aimed at achieving business goals and, consequently, increasing competitiveness.
Until recently, the concept of "corporate culture" was practically not used in Russia, but it cannot be said that there are no organizations with a developed corporate culture in our country. There are such enterprises in various key sectors of the economy, for example, in education, energy, manufacturing. These are organizations, as a rule, with a long history of existence and a large number of employees. Most organizational cultures have historically been implicit in that their role and impact on the work of organizations as a whole was not emphasized. Recently, in conditions of high competition and dynamism of the business environment, more and more people began to talk about the importance and necessity of forming a company philosophy and developing a corporate culture. It should be noted the positive dynamics in the manifestation of interest and attention of Russian scientists to the study of this problem, and as a consequence - the appearance of a number of publications devoted to this topic in magazines and newspapers devoted to internal corporate PR, for example, people such as Yu.M. Reznik, Kravchenko K. A., Sukhorukova M.
The relevance of the topic of this research is due to several circumstances. First, modern market relations dictate to enterprises the need to develop and implement a value system called corporate culture. Secondly, the competent development and implementation of the corporate culture contributes to an increase in the competitiveness of the organization. Thirdly, the corporate culture allows the organization to betray its own, unique image in the eyes of clients and partners, which is a rather important factor in the competitiveness of an enterprise in modern market conditions.
Corporate culture is a set of the most important proposals that are accepted by members of an organization and are expressed in values that guide them in behavior and actions. These value orientations are transmitted to the members of the organization through the symbolic means of its spiritual and material environment.
The corporate culture is based on ideas, views, values that are shared by all members of the organization. They can be completely different and depend on what underlies: the interests of the organization as a whole or the interests of its individual members. Styles of behavior and communication follow from values. When the head of an organization begins to select employees for vacancies, then after listing the mandatory professional skills, the requirements for their psychological and behavioral qualities follow, and without this, not a single, even the most qualified, applicant will receive an invitation. Then it becomes clear what value it attaches corporate culture supervisor or HR manager.
Purpose of work: study of the main elements in the formation of the corporate culture of the organization.
) Consider theoretical basis formation of corporate culture, its content, concept and essence.
) Analyze the main elements of corporate culture in the education system.
) To characterize the corporate culture in MADOU CRR - kindergarten № 152 "Aistenok".
) Develop proposals for improving the corporate culture in MADOU No. 152.
Object of research: corporate culture of the organization on the example of MADOU CRR - kindergarten number 152 "Aistenok"
Subject of research: the main elements in the formation and development of corporate culture MADOU CRR - kindergarten № 152 "Aistenok".
The first chapter of the work defines the concept of "corporate culture", its structure and basic elements. The concepts of the philosophy of the organization, ethics of the organization, the mission of the organization are described.
The second chapter analyzes the corporate culture in MADOU CRR - kindergarten No. 152 "Aistenok". Proposals have been developed to improve corporate culture at MADOU No. 152 "Aistenok".
The main conclusions are made based on the results of the study.
Research methods: bibliographic, system analysis and A complex approach to the study of corporate culture, questioning, conversation, survey, observation.
The theoretical and methodological basis of the study was the works devoted to the problems and tasks of the formation of corporate culture in the organization.
1. The main aspects of corporate culture
1 The concept and essence of the corporate culture of the organization
V last years there is a wave of scientific and practical interest in the phenomenon of corporate culture. Addressing this phenomenon means the desire of enterprise managers to use the potential of corporate culture in their activities in order to create efficient production, increase labor productivity and harmonize social and labor relations. This explains the practical importance of studying corporate culture. However, the achievement of practical goals is impossible without a serious methodological substantiation of the concept of corporate culture.
In modern literature, there are quite a few definitions of the concept of "corporate culture". Like many other terms of organizational and legal disciplines, this one does not have a single interpretation. In modern educational and scientific literature, there are a large number of concepts of "corporate culture". Let's consider the most common:
Corporate culture is a system of material and spiritual values, manifestations interacting with each other, inherent in a given company, reflecting its individuality and perception of oneself and others in a social and material environment, manifested in behavior, interaction, self-perception and environment <#"justify">1.2 Elements of the corporate culture of the organization. System of values. Standards of Conduct
What is corporate culture composed of?
Edgar Shane identified three levels in his work - superficial, subsurface and deep.
The surface level is available for study by any person who comes across an organization, since its components are visible external facts. Information from this level is obtained by looking at the main office. The appearance of employees is also informative: what they dress in, how they move around the office.
The subsurface level is comprised of the values and beliefs shared by the majority of the organization's members. They are also called corporate philosophy.
The corporate philosophy should include the following components: vision, mission, values and goals. Accordingly, a company in which the above-named components are fixed on paper will refer to companies in which there is a declared corporate philosophy.
The vision is an attractive picture of the organization's future to the top executives.
The mission of the company is a statement that reveals the raison d'être of the company, its difference from other, similar organizations.
Goals and values flow directly from vision and mission.
Goals, both personal and corporate, must be formulated according to certain rules.
1.The goals should be as specific as possible. In the example, with the goal of “making a lot of money,” you need to be as specific as possible how a person wants to make money; in what professional field he is going to do it; what does the word "earn" mean for him. You can make sure that the goal is specific by introducing different people to it. And if the wording does not cause confusion, the goal can be recognized as specific. 2.The goal should be measurable, only in this way can we say for sure whether we have achieved it or not. How can “a lot” of money be measured? A person who has set himself such a goal will never achieve it. The goal is not a vision, which, like a dream, you can strive for, but not necessarily come. Therefore, it is necessary to clarify how much money a person would like to earn. .The goal should be achievable within the capabilities of the performers. How to determine the degree of attainability of the goal? It is necessary to refer to both your own experience and the experience of other people (or organizations) who have already set similar goals for themselves. This can determine how realistic the goal is. In addition, it is necessary to analyze the external conditions and internal resources: how they contribute or hinder the achievement of the goal. .It is important that the goal is not accidental, so that it does not diverge from the general goals of the company or other life goals of the person. .The goal should have time limits - specific deadlines and dates, upon reaching which you could absolutely clearly say whether you have achieved it or not. The next important component of corporate philosophy is value. Corporate values - a capacious description of what is important for a given organization, what determines its activities. Values determine the choice of the way to achieve goals. And if the goals of the closest competitors may coincide, then with a different set of values, the ways to achieve the goals will be different. Values, like goals, flow from mission and vision and should not contradict them. But if the goals indicate specific points of movement of the organization, then the values determine the way the company goes, the methods chosen to achieve the goals depend on them. The last of the named levels of corporate culture is deep. This level is the hardest to learn. If the manifestations of the surface level are accessible to any outside observer, and the subsurface level can be studied by familiarizing yourself with corporate philosophy or studying by the behavioral manifestations of its managers and employees, then the deep level cannot be assessed without special techniques. These include psychodiagnostic techniques, the use of which, on the one hand, requires special training of the researcher, and on the other hand, the willingness to cooperate, those whose beliefs constitute the content of the deep level. The deep level of corporate culture depends entirely on the beliefs of those who are at the origins of the company. Every entrepreneur who has created his own business has his own deep convictions, taken from childhood and leaving an imprint on all his activities. Including how he will manage his company. Mottos, slogans, symbols Basic values and beliefs are expressed not only in program documents, codes of laws, codes of honor, books on internal business standards, but also in mottos and slogans. Being one of the elements of corporate culture, they in a concise and concise form emphasize the strongest, most significant aspects of a particular company: IBM - stands for service ;-Good where we are Electrolux - smartly done, etc. Symbols are objects that a company wants to associate with in the eyes of others. Symbols include attributes such as the name of the company, the architecture and size of the headquarters building, its location and interior, the availability of dedicated parking spaces for employees, cars and aircraft owned by the company, etc. Each company has its own specific unique language of communication. And as in any country the national language is best understood by the indigenous people, so the language of the organization is best understood by its employees. The exact use of “proprietary” professional phrases in a conversation indicates that the speaker belongs to a particular firm. The language of the organization is formed on the basis of a certain jargon, slang, gestures, signals, signs, widely uses metaphors, jokes, humor. All this allows employees of the organization to clearly convey specific information to their colleagues at work. One phrase can reflect the ideology of the company based on its values. Rituals, events, traditions The visible manifestations of corporate culture are rituals. A ritual is a repetitive sequence of activities that expresses the core values of any organization by answering the following questions: What goals are the most significant? ; Which people are the most expensive for the organization, and which are just starting to gain weight? .
Rituals serve as a means to visually demonstrate the value orientations of the company, they are designed to remind employees of the standards of behavior, norms of relationships in the team that are expected of them by the company. Among the materials devoted to this topic, the publications of the American management consultant Nadia Krylov, who has been working in Russia since 1981, are of interest. He identified the following groups of rituals. Incentive rituals are designed to show the company's approval of someone's achievement or a certain style of behavior that fits into the framework of corporate cultural values. By approving something in a person or simply paying attention to it, we multiply and develop this trait. It can be parties about the successful implementation of a project, traditional dinners in honor of someone who distinguished himself, or a long and productive work for the company. For example, in one firm, according to the established tradition, each employee on his birthday can get a half-hour audience with the president of the company and ask him any questions. Such a ritual encourages the employee's interest in his company, emphasizes the availability of top management, provides feedback that allows management to obtain information about their charges - Access mode: - URL: http://book.direktor.ru
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 the 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. Any organization is a complex organism, the basis of the life potential of which is culture - values, norms and attitudes accepted and shared by employees. Organizational culture is a fairly powerful source of increasing or decreasing the efficiency of an enterprise. Experience shows that in modern conditions the most effective are corporate relations in the organization, that is, corporate culture. The issue of organizational culture is relatively new and little studied in our country and abroad. Even in the USA, the study of this problem began to be dealt with only in the 1980s and 90s, and in Russia even later. Therefore, the time has come to seriously engage in the study of the organization's activities from the standpoint of organizational culture. The interest in this problem is evidenced by the requests of managers and specialists, as well as real orders from organizations for the implementation of research projects. V modern Russia the relevance of research into the internal culture of an organization is due to the cardinal changes in the political and economic spheres that have occurred over the past twenty years. The transition from state to private ownership, a change in the status of enterprises, the elimination of industry dependence, an independent entry into the international arena - all this forced the search for more effective organizational structures, the introduction of progressive forms of intracollective relations. The problem of studying organizational culture is not new and goes back to the teachings of M. Weber, F. Taylor, A. Fayol, G. Ford, G. Emmerson, which belong to the classical school of management. Taylor can be spoken of as the father of management science. His research focuses on the entire organization, not just the work done by individual links or members of the organization. This allows us to speak of Taylor's approach both to the organization as a whole and to organizational culture, as a mechanistic one, where a person is not a person with certain behavior, needs and motivations, but only a small part of the management mechanism. A. Fayol's administrative management is focused on the leaders and the functions they perform. He also argued that successful managers need to apply specific management principles to these functions. Thus, the administrative management of A. Fayol can be spoken of as focusing on the top echelon of management, which in turn, through certain principles, forms the culture of its organization. In these principles, he noted the importance of the corporate spirit, encouraging workers' initiative, paid attention to justice and rewarding the worker for successful work. However, he clarified that the interests of a group of workers should not become higher than the interests of the organization. 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 organizational culture of a person is influenced by habits and inclinations, needs and interests, political views, professional interests, moral values, temperament. 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. Analysis of materials from literary sources shows that this concept appears only in the 80s of the XX century. Organizational culture scholars have tried to define and delineate the meanings of two closely related concepts: "climate" and "culture" in the context of the organization. Most researchers have concluded that culture is a more stable and lasting characteristic of an organization and is more difficult to diagnose and evaluate. While the organizational climate can be measured quantitatively, by questioning the firm's employees on the basis of special questionnaires, culture can only be measured qualitatively by applying complex research methods of ethnography and anthropology. Organizational culture is associated with a sense of belonging to an organization, regardless of the degree of comfort in the daily work environment, and many researchers come to the conclusion that organizational culture is so elusive that even the employees of the company themselves cannot say exactly what it is. 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. Features of the organizational culture of a person is that it is a function of the individuality of the individual and the environment. In addition, behavior, personality and environment have a mutual influence on each other. 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 assess their manifestation in comparison with other people. OK of a person is based on the following personality traits: If the organizational culture has already formed, then it is very important to ensure its further maintenance. In many cases, this task is entrusted to the personnel management services. The selection process, performance appraisal criteria, reward system, staff training, career development, promotion and rotation of personnel ensure that the selected candidates will be consistent with the organizational culture of the firm. There are many approaches to highlighting different criteria that characterize and define culture at the macro and micro levels. F. Harris and R. Moran Awareness of yourself and your place in the organization Communication system and language of communication Appearance, clothing and presentation of yourself at work What and how people eat, habits and traditions in this area Awareness of time, attitude towards it and its use RelationshipDownload:
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Values (a set of landmarks, what is good and what is bad) and norms (a set of assumptions and expectations regarding a certain type of behavior) - what people value in organizational life (their position, titles, work itself, etc.) and how these values are maintained;
Belief in something and attitude or disposition towards something(belief in leadership, success, in oneself, in mutual assistance, in ethical behavior, in justice, etc.; attitude towards colleagues, towards clients and competitors, towards evil and violence, aggression; the influence of religion and morality, etc. .);
Employee development process(thoughtless or deliberate performance of work; rely on intelligence or strength; informing workers; approaches to explaining the reasons, etc.);
Work ethics and motivation(attitude to work and responsibility; cleanliness of the workplace; job evaluation and remuneration; individual or group work;).
These characteristics of the organization's culture, taken together, reflect and give meaningorganizational culture concepts.
There are several mainorganizational culture featuresby which they differ from each other:
♦ reflection in the mission of the organization of its main goals;
♦ focus on solving personal problems or production problems of the company;
♦ loyalty or indifference of people to the organization;
♦ source and role of power;
♦ management styles, ways of assessing employees;
♦ orientation towards independence, independence or subordination;
♦ preference for group or individual forms of labor and decision-making;
♦ predominance of cooperation or rivalry, conformism and individualism;
♦ the degree of risk acceptance, subordination to plans and regulations;
♦ orientation towards stability or change.
How do employees perceive the ten dimensions of organizational culture?
The answer to this question is of great importance for managers, as it affects the degree of job satisfaction. It is useful to analyze whether employees know the organizational culture of their institution, how clear they are about the goals set, what the organization expects of them, etc. Job satisfaction is defined as an effective response to the environment. It is related to what the reward system is, what are the methods of conflict resolution, what, in the opinion of the employee, the organization expects from him and how satisfied he is with this.
Although the concepts of "organizational culture" and "job satisfaction" are interrelated, it should be borne in mind that "organizational culture" is a descriptive term, while "job satisfaction" is an evaluative term, i.e. more measurable.
Organizational culture plays a significant role in the overall pattern of operation, survival and prosperity of the institution. It covers most of the phenomena of the spiritual and material life of the collective: the dominant moral norms and values in it, adopted code behavior, rituals, product or service quality standards. Based on the analysis of various studies of organizational culture, various definitions of the concept of "organizational culture" were determined: "Organizational culture is a way of its life, formed throughout the history of a corporation, its so-called" gene pool ". At the same time, the features of the phenomenon of organizational culture are associated not so much with the declaration of values (this was done before), but with their real purposeful inclusion in the economic system ”(A. Ageev, M. Grachev); “Organizational culture is a system of ideas, symbols, values and images of behavior shared by all team members” (N. Lemaitre); "Organizational culture is a system of material and spiritual values, manifestations interacting with each other, inherent in a given organization, reflecting its individuality and perception of oneself and others in the social and material environment, manifested in behavior, interaction, perception of oneself and the environment" (V.A. . Spivak); “The atmosphere in which we live, everything that surrounds us, with what (with whom) we deal at work; any manifestations of material and spiritual life - everything can be considered as a reflection, manifestation of organizational culture ”(EL Katasonova); “Organizational culture is the level of development achieved in any branch of knowledge or activity, therefore, the more benevolent, responsible, with great enthusiasm the corporation of a preschool educational institution works, the higher the organizational culture, the more attractive this institution becomes for children, parents, educators and invited specialists ”(MA Aralova).
Analysis of research shows that the concept of organizational culture has a unified generally accepted interpretation. Organizational culture includes acquired forms of behavior and thinking, common and standardized. Organizational culture changes over time, it is characterized by both continuity (assimilation of traditions) and variability, the creation of something new.
Organizational culture of teachers preschool education is defined as a collective value that ensures the achievement of the quality of preschool education, which determines the nature of relationships, communications, the individual style of the teacher's activity and the general corporate image of the educational institution. The definition of the organizational culture of preschool educational institutions was based on the concept given by V.A. Spivak, that organizational culture is a system of material and spiritual values, phenomena inherent in a given organization, which reflect its individuality, are manifested in behavior and interaction.
Organizational culture of teachers is the first step in the management system aimed at achieving organizational culture preschool... The organizational culture of a preschool institution is realized in the personal aspect, where individual values in the management system become common and ensure the effectiveness of the educational process. The organizational culture of a preschool educational institution is understood by us as the result of the management system, which reflects the corporate values included in the management system.
Obviously, we can talk about a pedagogical ensemble only when the team reaches the highest level of development. In this case, his activities will be characterized by:
Orientation to a harmonious solution to the problems of achieving high educational results, developing the pedagogical potential of the school, improving the professionalism of teachers and self-development of the pedagogical team;
Organization, that is, the ability to form a rational structure of joint actions and rebuild it flexibly in changing conditions. At the same time, the degree of organization of the team is determined by the level of responsibility, harmony and involvement of its members.
into management;
Cohesion, meaning the ability of the pedagogical team to withstand negative internal and external influences, to maintain an optimal structure of interaction. Achieving a high level of cohesion depends on the unity of value orientations, compatibility and potential stability of the team.
The teaching staff is an extremely complex organism that lives according to the laws of synergetics. In other words, like any complex open and constantly evolving system, it has the property of self-organization, that is, the internal ability to cultivate in itself, “build on” new qualities necessary for survival. It can be not only (and not so much) new creative groups, associations, etc., but mainly - new relationships, a new understanding of the team's mission, new systems of values, norms, beliefs, new rituals and rules. In order for these fresh structures and qualities to emerge, a number of conditions are necessary, namely:
The crisis of the old system (here it is safe to say that not only a single school, but the whole Russian education is in a permanent state of crisis);
Within the system there should be a source for the emergence of new qualities, but the mechanism for launching self-organization is additionally reinforced “from the outside” (the teaching staff should be ready for changes, be aware of their need, have potential for development, and at the same time, a certain will and support of the educational institution administration is required for their implementation);
To achieve sustainability, the new structure must "survive" on its own (neoplasms must be in demand, viable, and actually function, and not be artificially supported);
The orientation of the new qualities of the system to synergistic principles - cooperation, commonwealth, co-creation (and these principles operate not only in conditions of joint educational activities, but also apply to other spheres of life - leisure, everyday life, culture).
Functionally, the organizational culture helps to solve the following tasks:
Coordinate using established rules and procedures professional activity teachers;
- to motivate the activities of employees in the right direction and rhythm by showing them progressive and negative trends in its development;
- profile activities, acquire characteristic differences from other educational institutions (in a positive sense);
- to avoid professional illusions.
The organizational culture of an educational institution is able to implement many other management functions, but not every preschool institution has the appropriate potential. Low level organizational culture not only hinders the development of an educational institution, but does not allow the teaching staff to recognize themselves and use their capabilities in the interests of children. Moreover, the team can live in an atmosphere of social and professional illusions that have nothing to do with reality.
One of the most important aspects of the organizational culture of an institution is that teachers and a psychologist have the abilities and skills to study the development of a child in various activities, and the leader and methodologist have the ability to study development. different types pedagogical activity. The level of organizational culture, naturally influencing the positive development of a preschool institution, in turn, depends on the level of its development. There is no contradiction in this: by improving the organizational culture, we improve the professional and organizational skills of the team, and they, in turn, lead to an ever greater improvement of the organizational culture of the institution.
The modern science of education management orients leaders towards a radical transformation of the organizational and management structure and the introduction into it in order to improve control over the quality of the educational process of various working groups consisting of specialists who are able to realistically assess many aspects of the institution's activities and, in particular, the level of its organizational culture. In turn, according to this level, it is possible to quite accurately determine at what stage of its development an educational institution is. We believe it makes sense to give brief description these stages in relation to the specifics of the organizational culture at each of them.
