Managing the company whom or what her director, the manager directs? It appears, the people who are not working there and not their actions, and not processes which proceed inside. The management of any organization is a management of its culture. That is why changes so badly take root and encounter strong resistance. Because the internal culture of the organization is how it is accepted and got, as always was and will be. Therefore effective management has to consider these its features.
What is organizational culture?
These are habitual stereotypes of behavior, unwritten rules which can be followed.
In the different companies, different types of organizational culture meet, but everyone works as glue which holds all together as a single whole. Everyone has distinctive features, some are very useful, others should be changed. For example, in family culture all are on friendly terms among themselves, but pay not enough attention to the professional purposes and promote success of business a little.
Knowing the main types of organizational cultures and their characteristic features, it is possible to take the correct actions which will help to strengthen business contacts between employees and at the same time will increase efficiency of their work. The task of management is to choose such instruments and ways of influence which will suit this company and these people.
Problems of the analysis and classification
But the complexity is that very many classifications of types of organizational culture are offered. Different researchers make a start from different criteria, analyzing any given type, and it brings confusion not only in understanding of the developed organizational culture, but also in diagnostics of its type. Usually for its study questionnaires and tests which are not oriented on any certain typology are used and the more so do not consider their variety. So, and results of such research can be less useful and full, than heads would like.
Therefore assessment of internal culture has to consider the main classifications and types of organizational cultures and to be complex. It means that it is necessary to analyze both type of culture, and level of its development, and the main values admitted to the companies. And still prospects of cultural development of the organization. For a research the analytical interview and observation, polls, tests can be used. Such approach to diagnostics like organizational culture will give a full picture of the events, will show as far as everything is safe and what needs to be changed.
Nuances of management of organizational culture
Desire to change a situation pushes the head on holding trainings and introduction of innovations. What serves as the reason? Low overall performance, insufficient profit and violations of labor discipline, inertness and lack of initiative of employees. But all attempts to hype up them do not result in the necessary result because at this moment it is much more important not training courses or trainings. They, of course, can be very useful, but only when it is clear what values need development and what do not bring benefit to the company. What installations should be changed also what motivation will be the most effective.
For example, there is no sense to develop the company through corporate traditions if employees adhere to individualism values, and needs of members of the group are indifferent for them.
And inefficient will be an involvement of workers to creation of the purposes and the mission of the company if they belong not to enterprise, and to guerrilla type of organizational culture in which not the active position and orientation to development, and the autonomous independent relations prevail.
Also bureaucratic organizational culture with the developed accurate procedures regulating all processes in the company will not apprehend value patriarchal where it is more important than achievement of a compromise in the solution of any questions.
Thus, it is important to reveal the features of the company which settled in it norms and rules of conduct that administrative effects were useful and resulted in the necessary results.