The most important element of culture are the values admitted to the organizations. These are subjects, the phenomena and processes which admit all members because are directed on satisfaction of their requirements and development of the personality.
At the IV level it is about the fundamental principles concerning the personality, society, collective activity and work. So, if heads look at employees only as on subordinates, it means that they do not trust in from responsibility and vice versa.
Points on graphics mean certain milestones in development of the organization. From all variety of the factors influencing development of the organization I selected only what influenced in the greatest way development of this organization, namely:
Efficiency of evaluation of the work of the organization (labor productivity growth, increase in profit, decrease in costs, improvement of financial position of employees, etc.). This method can be applied after certain time.
Among myths - representation of as "the young, dynamic, sociable enterprise" or a cliche like "good, healthy culture" or the myth about "a healthy intra firm situation and the hostile outside world".
As a matter of experience the western and Japanese corporations the business credo starts being formed at an initial stage of development of the organization. To it there is a row :. The business credo has to include in itself three important structural elements of organizational culture: mission - philosophy of the organization; the basic purposes - strategy of the enterprise; code of behavior of employees. And the enterprise cannot, in my opinion, effectively start working without development of these three concepts. And they, respectively, have to be formed at an initial stage of life cycle. The business credo submits itself to some extent the program of activity of the organization which has to promote the favorable relation to the organization from environment, and without it, as we know, it is difficult to begin work. An important element of business credo is the internal environment of the organization, namely its social subsystem. The labor collective starts being formed at an initial stage of development of the organization and exactly here, in my opinion, it is necessary to lay the foundation of organizational culture and business credo, as its kernels.
At the I level the culture consists of the symbols, objects or the facts important in life of people which focus or influence their behavior in the positive plan: holidays, ceremonies of receiving prizes, memorable souvenirs, structure of office, motto of the organization.
Development and deployment of business credo represents in some sense the administrative decision. And any administrative decision of course demands the corresponding resource providing. In my opinion as the main resource information can act here. It first of all information on the external and internal environment of the organization, on already developed and successfully operating business credos as in our country, and abroad, about technologies of its development, etc. This resource is quite available since cannot be a trade secret. The culture can be presented in the iceberg form with the seen and not seen parts.
- the consciousness and a sense of responsibility are on the terms and conditions cultivated, and the priority is given to individual actions in favor of the organization, but not to methods and procedures: extent of intervention of bosses is limited as freight of responsibility lie on performers.
The similar myth disappears under the slogan "the person in the center of attention of firm". A true situation at many enterprises absolutely other. In life the system of values is under construction on other principles - "rejoice that you in general have a work" or "fear - the best motivation".
. It is not enough to develop business credo, the most important - to bring its postulates home of each employee and to create the favorable relation to the organization in environment. In the second case PR mechanisms turn on. In the first it is necessary to build a chain of consecutive actions. For example:
Further numerous methods of creation of organizational culture about which I wrote in theoretical part of the work can be used (tea drinking clubs on interests, development of a uniform, joint celebration of significant events, etc.).