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Managing organizational culture at domestic enterprises. Analysis of organizational culture Analysis of organizational culture using an example

ANNOTATION

The article presents a methodology for assessing organizational culture and analyzes it using the example of oil and gas industry enterprises. This methodology should help managers and HR specialists assess the existing culture in the company and, if it does not meet business goals, take measures to correct it.

Keywords: organizational culture, assessment of organizational culture, methodology for assessing organizational culture

Currently, many companies are transitioning to a value-based management system and increasing attention to the influence of elements of organizational culture on the company’s performance. Since the 20th century. Organizational culture is considered one of the factors of effectiveness. However, for it to really become such, it is necessary to understand what kind of culture exists in the organization at the moment and whether any changes are needed in it.

Organizational culture in its classic form represents a set of material, spiritual, social values created and being created by company employees in the process labor activity. It reflects the uniqueness and individuality of the company.

Organizational culture forms a certain image of a company that distinguishes it from any other, ensures its reputation in the market and allows it to maintain the loyalty of clients and partners. It creates in employees a sense of confidence and pride in the company, affects the level of staff turnover, and is also a means by which norms of behavior are formed and controlled.

One of the most famous methods for assessing culture is the method of K. Cameron and R. Quinn. The authors called it OCAI (Organizational Culture Assessment Instrument). According to this methodology, in order to determine what values and beliefs should be adhered to in a company, it is necessary:

1) evaluate the existing type of culture;

2) assess the type of culture that will support the company's strategy;

3) develop and implement an action plan to change corporate values.

Let's analyze the organizational culture of oil and gas industry enterprises. The main activity of the enterprises is the production and processing of oil, gas and gas condensate. To analyze the organizational culture of the oil and gas industry, we will consider the following enterprises: Rosneft PJSC, Gazprom PJSC, Lukoil PJSC, Surgutneftegaz PJSC, Tatneft PJSC.

We will analyze organizational culture using the method of K. Cameron and R. Quinn of the competing values of organizational culture. For this purpose, the organization’s employees filled out questionnaires that included 6 blocks of questions in two dimensions – “now” and “preferably”.

The graph was constructed based on the initial data after the survey. The questionnaire provides a list of the main characteristics that allow us to determine the type of organizational culture inherent in the selected industry, presented in Table 1.

Table 1

Questionnaire “Assessment of organizational culture” according to the method of K. Cameron and R. Quinn in oil and gas industry enterprises

	Key Features		Preferably
	The organization is unique in its characteristics, like a large family; people have a lot in common
	The organization is very dynamic and imbued with entrepreneurship; people are willing to sacrifice themselves and take risks
	The organization is results-oriented, task-oriented; people are competitive and goal-oriented
	The organization is strictly structured and strictly controlled

	General leadership style in the organization		Preferably
	Is an example of monitoring, desire to help and teach
	Serves as an example of entrepreneurship, innovation, and risk-taking
	Is an example of efficiency, aggressiveness, and results orientation.
	Serves as an example of coordination, clear organization

	Employee management		Preferably
	Encouraging teamwork, unanimity
	Encouraging individual risk and innovation
	High demands, strict desire for competitiveness, encouragement of achievements
	Job security, demand for obedience, predictability and stability in relationships

	The connecting entity of the organization		Preferably
	The organization is bound together by dedication and mutual trust.
	The organization is bound together by a commitment to innovation and improvement.
	What binds the organization together is an emphasis on achieving goals and accomplishing tasks.
	The organization is held together by formal rules and official policies.

	Strategic Goals		Preferably
	Humane development, high trust, openness
	Finding new resources, solving new problems, testing new things
	Competitive action, desire to win in the market
	Consistency, stability, profitability, control, smoothness of all operations

	Success Criteria		Preferably
	Development of human resources, team work, passion of workers, caring for people
	Possession of unique or new products, leadership, innovation
	Victory in the market, ahead of competitors, leadership
	Profitability, smooth schedules, low production costs

Each of the six questions included in the OSAI instrument provides four answer alternatives corresponding to one of the identified types of organizational culture (adhocratic, market, bureaucratic or clan). 100 points are distributed between these four alternatives in the weighting ratio that best suits the organization.

After filling out the questionnaire, using the mathematical method using the appropriate formula (1), the average values for each of the characteristics were found, taking into account all indicators (Table 2).

where is the arithmetic mean,

Variable value,

Number of values.

table 2

Arithmetic mean value for each indicator of organizational culture assessment

		Preferably

B (adhocracy)		B (adhocracy)

D (bureaucracy)		D (bureaucracy)

The data obtained were used to build a profile of the company's organizational culture (Figure 1).

The solid line reflects how the current organizational culture is assessed, and the dotted line reflects what employees think it should be.

Based on the data obtained, it follows that the current organizational culture in oil and gas industry enterprises corresponds to the organizational culture that employees would like to see in the company, namely a market culture, which means that employees are satisfied with their work in these enterprises.

Market culture is characterized by:

A forward-looking strategy is aimed at competitive actions, solving assigned problems and achieving measurable goals;

Leaders are tough managers and tough competitors, they are unwavering and demanding;

Reputation and success are a common concern and core value;

Competitive pricing and market leadership are important.

Figure 1. General profile of organizational culture in oil and gas industry enterprises

The smallest manifestations are features of a bureaucratic organizational culture, which is characterized by:

Leaders pride themselves on being rational facilitators and organizers;

It is important to maintain the smooth running of the organization's activities;

The long-term concerns of the organization are to ensure stability and smooth running of profitable operations;

Success is defined in terms of reliable supply, smooth schedules and low costs.

Having analyzed the general profile of organizational culture, we can conclude that the current and preferred organizational culture for these enterprises is a market organizational culture.

It should be noted that one of the advantages of this technique is that, along with an assessment of the current state of organizational culture, respondents are asked to describe their preferred profile in the same form, which is especially useful when designing culture changes.

The list of six meaningful dimensions is, of course, not exhaustive, but in general it is sufficient to adequately represent the type of culture that is observed in the organization.

The use of the methodology of K. Cameron and R. Quinn is also appropriate when analyzing the transformation of organizational culture: by comparing profiles obtained in different periods and analyzing the reasons for changes, one can get an idea of the processes taking place in the company’s culture.

Thus, no matter how successful a company is, it is constantly necessary to conduct research into organizational culture. Any negative change can reduce the effectiveness of activities, as well as any the right event improvement will help increase productivity and improve results. Soon, all companies will be faced with the need to take the right approach to building organizational culture, constantly improve methods of interaction with employees, put people's interests and values first and achieve common goals through positive interaction.

Bibliography:

Grishchenkova Ya.S. Corporate culture as a component of an innovative development strategy using the example of PJSC NK Rosneft // Scientific almanac. – 2016. – No. 4. – pp. 63-69.
Cameron K., Quinn, R. Diagnosis and change of organizational culture. St. Petersburg: Peter, 2001. – 320 p.
Sidorova V.N. Organizational culture as a factor of company efficiency // Management of corporate culture. – 2013. – No. 2. – pp. 86-94.
Solomanidina T.O. Organizational culture in tables, tests, cases and diagrams: educational materials. M.: INFRA-M, 2011. – 395 p.
Shestakova E. V. Organizational personnel management: tutorial. Orenburg: OSU, 2012. – 62 p.

NATURE AND MODERN ASSESSMENT OF ORGANIZATIONAL CULTURE

Odintsova Candidate of Philosophy, Associate Professor of the Department of Management Olga and Trade Business, Rostov Institute (branch)

Nikolaevna Russian Economic University named after. G.V. Plekhanov (344002, Russia, Rostov-on-Don, Turgenevskaya str., 49). Email: [email protected] annotation

The article presents the structure of organizational culture and the author's analysis methodology, which allows us to assess the level and strength of an organization's culture as one of the determining factors of its long-term financial success. The history of research into organizational culture is reviewed and practical results of different management approaches to this problem are presented.

Key words: organizational culture, strength and weakness of organizational culture, staff motivation, staff turnover, sociocultural aspects of management.

The relevance of the chosen topic is due, firstly, to the fact that in modern world competition is getting higher and companies need advantages, the creation of a favorable organizational environment, non-material motivation, cohesion and consistency of employees. Secondly, this topic is especially important for most modern Russian organizations, whose culture is not formed and weak, people are not valued as an important strategic potential, and staff turnover, disunity and distrust are almost the norm. The result is a decrease in profits and loss of other resources (time, reputation, etc.).

Organizational culture is a set of behavior patterns, values and beliefs that are acquired by an organization in the process of adaptation to the external environment and internal integration, which have shown their effectiveness and are shared by the majority of members of the organization. A company with a strong culture has its own identity, that is, it has its own, effective, established values and beliefs, rules and behaviors that bring clarity and certainty to the organizational environment.

In fact, it is difficult to name a single thriving company that is a leader in its business and does not have a distinct, easily associated organizational culture. You can remember the names of the most successful companies, starting with such well-known giants as Coca-Cola, Disney, General Electric, Intel, McDonalds, Merck, Microsoft, Rubbermaid, Sony, Toyota, and ending with small business ventures. Virtually every leading organization, be it small or large, has an established, highly visible culture that is clearly recognized by its employees.

In some cases, it was laid down by the founder of the company (for example, Walt Disney), sometimes it was formed gradually as the organization accepted environmental challenges and overcame obstacles erected from outside (for example, Coca-Cola). The culture of some organizations was consistently developed by teams of managers who set themselves the task of systematically improving the performance of their company (for example, General Electric). While strategy, market presence, and technology are certainly important, a successful firm relies on a different strength. It appears due to the ability of organizational culture to reduce the degree of collective uncertainty (in other words, to simplify the system of interpretation common to all employees), to create social order (i.e., to bring clarity to the expectations of team members), to provide additional integration (due to key values and norms perceived by by all as eternal and passed on from generation to generation), create a sense of involvement in the organization and dedication to the common cause, illuminate the vision of the future. Thus, the company draws strength from the development and skillful management of its corporate culture.

Organizational culture structure:

Artifacts (dress code, traditions and norms of behavior, room decoration, slogan, anthem, coat of arms, logo, etc.) - all visible manifestations of organizational culture, its outer, surface layer;

Values, that is, what management focuses on and what it considers especially important (different companies have different values: efficiency, customer satisfaction, formal procedures, competitiveness, team relationships and cohesion, employee independence and initiative, responsibility, etc.). It is the values that underlie and fill artifacts with meaning and create them. For example, an organization whose values are relationships and team cohesion will reflect this in its mottos, corporate traditions and norms (as McDonald's did);

Basic beliefs are a deep level of organizational culture, which is often not realized even by managers, since they are taken for granted, but, nevertheless, differ significantly in different organizations (for example, “conflicts should not be allowed” or “only through a collision opinions are born right decisions", etc.). Basic beliefs are the source that gives rise to values and artifacts.

Most organizational scholars and observers recognize that culture has a powerful influence on performance and long term effectiveness enterprises.

The results show an impressive picture of the impact of culture on improving their performance empirical research(See reviews: K. S. Cameron & D. R. Ettington, 1988; D. Denison, 1990; H. Trice & J. Beyer, 1993). K. Cameron highlights the results of interviews with 75 well-known financial analysts, whose job was to closely monitor the activities of certain industrial organizations and corporations. Each analyst compared the performance of the top twelve firms with the performance of the bottom ten firms. Although the analyst's work is stereotypical because it is based almost exclusively on hard data, only one in seventy-five showed that culture had little or no impact on firm performance. Everyone else confirmed that culture is a determining factor in long-term financial success.

Let's consider the history of corporate culture research, because, as you know, in order to learn a subject, you need to clarify the history of its formation. The formation of ideas about companies as unique “cultural communities” arose and became sustainable in American management in the 80s of the last century. On the one hand, American rationalism and focus primarily on financial indicators were shaken when the Japanese management experience became widely known, on the other hand, when it became known that in the USA there are many companies that are successfully developing thanks to the unique abilities of their leaders to create optimal “human ensembles” of workers. This period became a turning point in the history of the sociocultural development of American management, as the concept of “company culture” firmly entered the vocabulary of both theorists and practicing managers. At the height of the economic crisis in the United States, when the American market became the target of the expansion of many quality goods from Japan, which was experiencing a “boom” of economic recovery, ahead of the United States in terms of economic growth and increased productivity, the media began to talk about the crisis of the American management model. In response to this, a book by W. Ouchi, as well as T. Peters and R. Waterman, was published.

For the first time, American professor at the Graduate School of Management at the University of California, William Ouchi (1981), spoke about organizational culture as a powerful factor in business development. He showed two sociocultural models: A - a traditional rational approach to management, in which financial indicators are the main thing

a guideline for work, and Z is a new management system in which the main driving force is human potential and certain mechanisms for its development - involving personnel in the management process, developing complex informal relationships, expanding opportunities for career advancement, slow advancement, and the formation of a highly productive human ensemble. Ouchi derived his theory from the Japanese experience and showed with examples how it can be used (in companies such as Hulett Packard, Intel, etc.). He showed the conditions for the transition from model A to model Z. Ouchi understood these models as different “cultures,” identifying them with management style, and also used the concept of “managerial culture.” For him, this concept meant a certain philosophical concept that the leader adheres to, and which is then embodied in real actions. This concept - the basis of management and operation - in its final form should become the core of the entire management system of the organization. It must be documented and distributed among the organization’s employees, for whom it becomes a mandatory guide to action. This document reflects the company's goals, means of achieving goals and principles, thanks to which each division and each employee understands their activities as being involved in the overall corporate activity. “But the document,” writes Ouchi, “will only become alive in conditions of cooperation, trust and sincerity throughout the corporation. This trend becomes an integral part of the entire management culture of the corporation and is often only the first step towards organizational change....”

The second rethinking of the essence of American management occurred thanks to the book by T. Peters and R. Waterman, which was published in the USA in 1982. It turned out that the main paradox of corporate management is that its success depends not so much on the focus on financial performance, but on the formation of a corporate culture that attaches employees to the business organization. They found that companies that only had clear financial goals did not achieve nearly those goals. financial results what companies with a wider range of values achieved. Conversely, companies that had a system of values accepted by employees were distinguished not only by financial success, but also by sociocultural uniqueness.

Peters and Waterman identified two mechanisms for the formation of successful corporate governance: the mechanism of “sociocultural shift”, when primary financial goals turn out to be secondary, fade into the shadows and become taken for granted; the mechanism of “hidden opportunities”, when the task of unlocking human resources becomes a priority.

Seven characteristics of exemplary companies were also identified:

1. Action Orientation: Open and intense communication plus focus on each problem so that it is resolved immediately. Constant experimentation plus the elimination of all technological, psychological, organizational barriers to this. The entire business environment is simplified as much as possible and is subordinated to several leading goals.

2. The consumer is the main factor in the company, determining its entire internal policy. Exemplary companies not only proclaim this, but actually do it. For example, IBM: the main driving force of development is consumer requests in the process of their after-sales service.

3. Independence and entrepreneurship. An essential feature of exemplary companies is that they, while remaining organizationally large, operate in the same way as small firms do. That is, decentralization of management occurs. There is support from enthusiasts. A study of 50 cases of successes and failures in the creation of new types of products, conducted in one exemplary company, showed that all failures arose because the development group did not have an enthusiastic leader - passionate about his work.

a matter of man. An analysis of the implementation of initiatives in other exemplary companies showed that it is enthusiasts who drive them.

4. People are the main resource of such organizations. Respect for employees permeates all the activities of exemplary companies. This allows them to achieve outstanding results with the help of ordinary people. Plus high internal control and competition. The phenomenon of internal control arises, which is based on management’s faith in employees, since nothing obliges a person more than the feeling of being needed. Hence, the return on work corresponds to the level of high expectations placed on it. A holistic philosophy of caring for employees has been developed. A variety of material and non-material incentive programs. Internal systems advanced training. Information is provided about the state of affairs in the company and the performance of each employee. And one more feature of exemplary companies: they use the slightest reason to organize a variety of incentive awards - various insignia - so that everyone wins. Small groups therefore turn out to be an indispensable testing ground for testing everyone's success, since everyone works in full view of the others.

5. Shared values: a strong focus on creating real shared values. Organizational culture as an attribute of a business organization appears when those values that determine its uniqueness are developed and implemented. Peters and Waterman write, “We have been impressed by the strong focus that successful companies place on their values and by the way their leaders, through their focus, tenacity, and direct intervention, manage to create energizing environments from top to bottom.” Unfortunately, most top managers consider the development of values to be something of secondary importance, and the values themselves to be something abstract and vague. But it is values that help unleash the abilities of employees and direct their creative energy to achieve success if top managers manage to form a belief system that turns out to be attractive to employees. Every exemplary company has such a belief system. Whereas worse-performing companies either do not have such a system or replace it with declarations (an official, but in reality not accepted by the system) or quantitative goals. At the same time, the latter have lower financial indicators.

Employees of exemplary companies believe, for example, that they work for a company that is superior to everyone else in its industry, that every little detail in getting the job done matters, that the highest quality and best service are important, that many must be innovators, that failed attempts at initiatives must be supported, that personal communication is as necessary as air, that it is necessary to respect the personal dignity of employees, to maintain their self-confidence, that economic growth and profit are the leading positions in the company. Therefore, an effective leader is one who knows how to maintain a balance between the abstract expression of values and their concrete manifestation in the everyday behavior of employees. An effective leader in exemplary companies is one who is able to shape the dominant beliefs of staff and maintain enthusiasm in the workplace.

6. Commitment to your work. Diversification and growth - only in those areas that allow strengthening the core competencies of the organization or increasing the competence of personnel.

7. Simple structures, modest staff of senior management and independence of departments.

Let's consider the parameters that allow us to assess the strength of organizational culture:

1. Self-control and focus. These two key indicators determine the type of culture in accordance with the classification of K. Cameron, who identified four main types depending on their combination: market culture (external focus, centralization of the organizational structure), bureaucratic (internal focus, centralization of the organizational structure),

clan (internal focus, decentralization of the organizational structure), adhocratic (external focus and decentralization of the organizational structure). The higher the level of self-government, the higher the level of culture. Accordingly, a more developed organization is more sensitive to the external environment and the focus of its attention is external, aimed at the consumer. Its internal procedures are organic and do not require constant attention.

A market culture is an organization that focuses on the external environment and responds flexibly to it, but the structure is centralized and subject to the will of the leader. A leader in this culture is, first of all, a fighter and a task setter, focused on winning in achieving ultimate goals.

A clan culture is an organization that focuses on maintaining flexibility in internal relationships and caring for employees (there is trust and self-organization). Relationships resemble family ones. But there is no desire to stay ahead of competitors in innovation. A leader in such a culture is first and foremost an assistant and mentor.

Bureaucratic culture is characterized by an internal focus and centralization (emphasis on stability, control), monitoring of the market, customer requests, etc. is rare. The organization is conservative and inflexible. A leader in this culture is first and foremost an instructor and coordinator.

An adhocracy culture is an organization that focuses on the external environment combined with a high level of decentralization and self-government. A leader in such a culture is, first of all, an innovator and a strategist.

According to Yu.D. Krasovsky, a well-known domestic specialist on the problems of organizational and corporate culture, the evolution of an organization consists of an increase in the plasticity and flexibility of organizational structures, when the mechanisms and values of self-government in the company develop. Decentralization of corporate culture leads to the formation of divisions with their own distinct subcultures, whereas in a strictly centralized corporation subcultures are little expressed. Also, the development of a company means an increasingly careful study of the external environment. Therefore, the evolution of a company’s organizational culture according to these criteria is a transition from bureaucracy to adhocracy.

2. The degree of “openness” and “closedness” of the corporate culture. An open culture is characterized by complete awareness of employees about the solvability of management problems, freedom of exchange of opinions, understanding of the interdependence of everyone in the organization, clarity and transparency of business relations, solvability of “butt” problems between departments, freedom of maneuver for employees vested with powers and rights, and their participation in solving the most important problems under the motto “Relying on employees is the key to success.” The openness of the company's culture is the result of the "director's" position of management, the basis of which is to interest and support employees in the final results of their work.

A “closed” culture means the opposite situation, when the free exchange of opinions between employees is difficult, the understanding of the interdependence of employees is limited, everyone solves their own problems without caring how this decision will affect others, the most important problems are solved privately, and the rest of the employees are faced with the fact of the need to fulfill decisions. The unspoken motto of such an installation is “We know best from above.” The basis of this approach is the “terminator” management position, the meaning of which is to force people to work. In practice, a pure form of openness or closedness of a culture is quite rare. Most often it is mixed. But progress is expressed in the transition to an open culture.

3. Clarity and certainty of real guidelines: principles and values, mission accepted by all, common goals. The community of the team based on these values.

4. Level and nature of employee motivation. Intangible factors of motivation - mission, adherence to corporate values, team spirit, devotion and respect for the leader, interest in the business, professional growth, prospects for the development of the organization, etc. speak of a strong culture.

5. The presence of a “sociocultural shift”, when primary financial goals turn out to be secondary, fade into the shadows, goals such as customer satisfaction, quality of products or services, professional development of employees, etc. become priority.

6. Action orientation: open and intense communication plus focusing on each problem so that it is resolved immediately; constant experimentation plus the elimination of all technological, psychological, organizational barriers to this. The entire business environment is simplified as much as possible and is subordinated to several leading goals. There is support from enthusiasts.

7. Respect for employees, since people are the main resource of advanced organizations. There is a system of caring for employees: a variety of material and non-material incentive programs. Internal training systems.

8. Simple structures, modest senior management staff.

So, to diagnose the strength of organizational culture, we propose the following criteria for assessing it: focus of attention (external or internal), level of decentralization (self-organization of departments, employees), degree of openness, community based on shared values, nature of employee motivation, presence of non-financial goals, focus on action, respect for employees, adequacy of management staff. Based on these criteria (an oral or written survey among employees of the company under study is possible, for example, using a five-point system), the level of the existing organizational culture is assessed, and directions for its improvement are determined.

Literature

1. Shane E. Organizational culture and leadership.” M., 2012.

2. Cameron K., Quinn R. Diagnosis and change of organizational culture. St. Petersburg, 2002.

3. Ouchi U. Methods of organizing production. Theory 2. Japanese and American approaches. M.: Nauka, 1993.

4. Peters T., Waterman R. In search of excellence: Lessons from America's most successful companies. M.: Alpina Publisher, 2014.

5. Krasovsky Yu.D. Sociocultural foundations of managing a business organization. M.: Uni-ti-Dana, 2012.

Odintsova Olga Nikolaevna, candidate of philosophical sciences, associate professor of the department of management and trade business, Rostov institute (branch) of Plekhanov Russian University of Economics (49, Turgenevskaya St., Rostov-on-Don, 344002, Russian Federation) E -mail: [email protected]

ESSENCE AND METHODS OF EVALUATING ORGANIZATIONAL CULTURE

The article presents the structure of the organizational culture and author methodic of analysis to assess the level and because of the culture of the Organization as one of the determining factors of its long-term financial success. Given the history of studies of organizational culture and the practical result of different management approaches to this problem.

Keywords: organizational culture, strengths and weaknesses of the organizational culture, staff motivation, staff turnover, socio-cultural aspects of management.

1. Shejn Je. Organizacionnaja kul"tura i liderstvo. M., 2012.

2. Kameron K., Kuinn R. Diagnostika i izmenenie organizacionnoj kul "tury. SPb., 2002.

3. Ouchi U. Metody organizacii proizvodstva. Teorija Z. Japonskij i amerikanskij podhody. M.: Nauka, 1993.

4. Piters T., Uotermen R. V poiskah sovershenstva: Uroki samyh uspeshnyh kompanij Ameriki. M.: Al"pina Publisher, 2014.

5. Krasovskij Ju.D. Sociokul "turnye osnovy upravlenija biznes-organizaciej. M.: Juniti-Dana, 2012.

UDC 338.242.4

STATE REGULATION OF SOCIO-ECONOMIC DEVELOPMENT OF SUBJECTS OF THE RF: STATUS, PROBLEMS, PROSPECTS*

Keil Doctor of Economics,

Yakov Professor of the Institute of Further Education,

Yakovlevich Volgograd State University

(400062, Russia, Volgograd, Universitetsky Ave., 100). Email: [email protected]

Epinina, senior lecturer of the Department of Management, Veronica Volgograd State University Sergeevna (400062, Russia, Volgograd, Universitetsky Ave., 100). Email: [email protected]

annotation

The article substantiates that the key priority of regional policy is to reduce existing differences in the level of socio-economic development of the constituent entities of the Russian Federation. The current state of state regulation of socio-economic development of the constituent entities of the Russian Federation is characterized, problems are identified and the main directions for their solution are determined.

Key words: government regulation, socio-economic development, regional policy, subject of the Russian Federation, standard of living of the population.

Improving system efficiency government controlled The Russian Federation is one of the most important strategic tasks of the ongoing administrative reforms aimed at accelerating the pace of development of the country. The increasing unevenness of socio-economic development of the regions of the Russian Federation continues to be a pressing problem today. Reasonable state regulation is called upon to level out the existing differences and the objective difference between the levels of their socio-economic development, stimulating the development of promising sectors of the economy, increasing the financial self-sufficiency of the territories and ultimately leading to the sustainable development of the territories and the country as a whole.

According to academic researchers in the field of public administration, ensuring sustainable socio-economic development of the region is the central function of the authorities public authority subjects of the Russian Federation, for the implementation of which there is a large arsenal of tools and methods of state regulation of socio-economic development.

The article was carried out within the framework of the Russian Humanitarian Foundation grant No. 13-32-01009 “Improving public management in the conditions of innovative economic development as a direction for increasing the socio-economic level and quality of life of the population of a constituent entity of the Russian Federation.”

The integral components of the organizational culture of LLC TD "Magnit" are:

· declared values, company norms (for example, setting high ambitious goals for company employees; focus on knowledge transfer);
· personal culture of each employee. The norm is moral and legal behavior (compliance with norms, attitude towards colleagues, fairness in controversial relationships, intolerance towards violators of norms, etc.).

A role model is a harmoniously developing personality, a culturally developed, spiritually rich person who does not drown in the petty bustle of everyday life, and is able to make his life interesting, meaningful, illuminated by the ideals of humanism, goodness and beauty. Such an employee is free in his thoughts, views and actions, and knows how to critically evaluate advertising and propaganda, the vagaries of fashion and the obsessive standards of mass culture.

Analyzing the possibilities of meeting the requirements for the formation of organizational culture, the basic principles of forming a value system inherent in successful enterprises are definitely revealed.

For LLC TD "Magnit", the following factors determining organizational culture were identified (in order of their importance):

the enterprise is perceived by employees as a stable, highly centralized, bureaucratic organization that guarantees employment and attractive work, and although it suppresses freedom and personal initiative, it is nevertheless a favorable social environment, and managers enjoy the recognition and respect of the team;

staff optimism in assessing the ongoing changes in the enterprise, the hope that they will lead to increased independence of the enterprise, provide an opportunity to satisfy personal interests, improve skills in the field of economics and management, and adapt their professional behavior to new conditions;

managers' actions are mainly focused on reducing production costs, the desire to gain greater authority and the ability to perform additional tasks related to the development of innovation, while the ability to maintain good relationships with other employees and senior management is valued;

the main value for managers is recognition of their merits by senior management, colleagues and subordinates, strengthening authority in the enterprise;

the employee’s position in the team is determined by his official position, the powers entrusted to him, how he is perceived by immediate and senior management, the strong power of managers and adherence to formal order are valued;

the enterprise as a social environment does not promote the development of creative behavior of individuals; joint actions, a high level of competence and skills of employees, and their ability to convince and mobilize others to work are valued;

Managers have fairly high confidence in their own abilities and the strength of their position in the enterprise, in the fact that changes will not worsen their financial situation and shake their prestige in the team, while they believe that always and in all situations it is necessary to develop personal informal relationships that can be useful for any changes.

Links between organizational culture and strategy:

· a survival strategy in an unstable, dangerous, dominant external environment strengthens the existing system of values and norms of personnel behavior. At the same time, carrying out strategic changes and developing strategies aimed at developing the enterprise are limited by the existing traditional conservative organizational culture;
· organizational structure enhances existing system values mainly through employee identification in terms of position, formal competence, connections with the manager and the team. At the same time, the organizational structure is an expressive symbolic product of traditional organizational culture industrial environment;
· the existing organizational culture, proclaiming discipline, adherence to formal order, and hierarchy of subordination as its core values, predetermines the formalization of the decision-making process.

At the same time, the implemented model of decision-making processes in enterprise management reinforces the bureaucratic nature of the organizational culture.

The enterprise has developed an organizational culture with the following norms of behavior and values: moderate partnership and desire for interaction, importance of social status and hierarchy, ceremony, not too restrictive attitude to time and work performed, variable expressiveness, average interpersonal distance, duration of the decision-making process - from medium to high.

In order to increase the efficiency of the organization of LLC TD "Magnit", testing was carried out, reflecting the organizational culture in LLC TD "Magnit" ( Appendix B, D, D).

The analysis showed that in LLC TD "Magnit" there are practically no elements of informal organizational culture.

This does not meet the requirements of the new management paradigm, leads to a decrease in the efficiency of enterprise management, and reduces the level of interest of employees in achieving the ultimate goals of the organization. To improve management efficiency, we will formulate basic recommendations for improving the organizational culture of Magnit Trade House LLC. Let's summarize the recommendations in Table 2

table 2

Characteristics of organizational culture attributes recommended for LLC TD "Magnit"

Attributes
Values and norms	Management needs to prioritize employee motivation.
Process of employee development and learning	Improving the skills of management personnel in using automated programs accounting and analysis, employee participation in seminars, fairs and exhibitions, subscription to specialized literature
Work Ethic and Motivation
Awareness of yourself and your place in the organization	Organization of management based on a team approach and broad delegation of authority, where each member of the team has the right to express their point of view on the problem of the organization
Communication system and language of communication	Expanding the boundaries of use oral speech and computer correspondence in order to reduce document flow in management practice
Relationships between people	Directed efforts by management to form constructively interacting informal groups, taking into account the groups identified during the survey
Belief in something and disposition towards something	Belief in leadership, success, one’s own strengths, mutual assistance, ethical behavior, justice, etc.; attitude towards colleagues and clients
Appearance, clothing and self-presentation at work	Taking into account the opinions of employees when ordering uniforms, compliance business style managerial clothing
Awareness of time, attitude towards it and its use	Increasing the accuracy of compliance with time schedules, measures to combat delays

Based on the diagnostics of cultural parameters in Magnit Trading House LLC, we can talk about a strong organizational culture. LLC TD "Magnit" is a democratic company that respects the individual and values the best human qualities and traits.

The management of the organization is faced with the task of preserving and maintaining culture, as well as the task of changing and improving it.

The company uses the following approaches to manage organizational culture:

· through public statements, personal example of senior management;
· through the manipulation of symbols and things of the material world of the organization.

The first approach is a kind of vision from above, which should inspire enthusiasm among the majority of the organization's members. A leader inspires and embodies the fundamental values of the organization. This presupposes that the leader has a clear and sincere personal commitment to the values in which he believes.

The application of the second principle begins at the other end of the organization, at its lower levels. In this case great attention pays attention to details real life In the organisation. Managers monitor the processes occurring in the organization, while trying to manage the culture of the organization step by step.

The first approach is implemented through public statements, speeches and personal example, indicating a consistent interest in the values being introduced. Company leaders appear in print, on radio and on television preaching the established values.

Effective means of the second approach are the manipulation of symbols and things in the material world of the organization, the creation and development of behavior patterns, and the introduction step by step of interaction conditions. The actions of managers in the organization are in accordance with the values they declare, which, of course, contributes to the development of culture and its strengthening.

On at this stage development of the company, the organizational culture that has developed in it more or less corresponds to the mission and goals of the company. But, given the pace of development of the enterprise, the company’s management needs to diagnose the main parameters of the organization’s culture and make changes to its structure.

It can be noted that when making any changes in culture, company management will face a number of difficulties, since it is easier to change culture in a young organization with not yet established values. Also, the management of TD Magnit LLC should not expect rapid adaptation to new cultural values in the organization. The process of changing the culture in an organization will take a long time.

The analysis showed that the company has the following main elements of corporate culture:

1. Value system. Reflected in the form of a mission presented on the company website and in the office. The mission statement places emphasis on an individual approach to the client and high quality services.

The corporate code has not been drawn up.

The questionnaire on the value system asked questions about the mission, strategy, goals, rules of conduct, etiquette, and communication style. The results obtained show that they are quite developed in the company, with the exception of the components of the mission and the established rules of behavior. These questions received the least number of positive answers among all categories of respondents.

2. Slogans, symbols. The company has trademark. The clothing set includes a winter uniform jacket, warm pants, a demi-season leather jacket, high boots, hats, mittens, summer shirts, trousers, and socks. According to the company's charter, employees must wear uniforms. A company flag and anthem were designed and presented to employees and the media.

In the questionnaire this element cultures reflected questions about the company's advertising slogan and symbols. 70% of employees have an idea of the advertising slogan. Among the symbols are the company's trademark, flag and anthem, and the percentage of awareness of each category about these components is high.

3. Myths, legends, heroes. At the moment, myths and legends about the company have not been formed. Employees call the General Director of the company a hero, showing respect for him as the person who created the company and is the only participant in the Company and the highest management body. Only company managers answered about the presence of such legends.
4. Rituals, traditions, events. The analysis showed that the company does not have rituals for hiring employees and introducing them into the corporate culture. Thus, the adaptation of new employees occurs more slowly. The company also does not have corporate events or joint trips designed to bring the team together. Among the traditions we can highlight the celebration professional holidays for the flight squad, Defender of the Fatherland Day and International Women's Day. There are also no professional skills competitions, and a low percentage of respondents answered that there are rituals for rewarding the best workers.
5. Management style. The company's management adheres to a democratic style in relations with employees, which has a positive effect on the working atmosphere. There is a policy of “openness”; the organization of the workspace is similar to Western companies, where employees work in the same space instead of personal offices. The door to the manager’s office is never closed; every employee can enter there with a question or for the necessary documents. Employees also note a well-organized system of internal communications and the availability of information sources.
6. Personnel policy. Includes, first of all, internal corporate communication. Managers are constantly at work in the office, so oral communication predominates in the company.

Based on the results obtained, we can conclude that organic corporate culture, according to Cole’s classification, predominates in LLC TD “Magnit”. In such a corporate culture, the management of the organization is carried out in agreement with the general idea, which allows problem situations to be resolved more quickly. Disagreements and conflicts in this case are considered as a discrepancy with common goals and objectives. Leadership is based on shared views about the direction of the general movement. At the same time, daily work is carried out with minimal intervention from management. By agreeing on the basic ideas, the functions and responsibilities of workers are carried out with almost automatic precision. The function of leadership is to set the context and purpose of the movement, minimizing other interference. People's desires and interests are judged by their alignment with the organization's goals, and communication is limited and inconsequential. Information and data are generally regarded as shared knowledge that does not need to be externalized.

An analysis of the level of development of the corporate culture of TD Magnit LLC showed that the organizational culture in the company developed spontaneously. However, such a group of elements as the value system is quite developed, and the objective aspect is also quite developed, that is, the one that directly creates the company’s image.

Organizational culture is closely related to the enterprise's personnel management system. She is both integral part this system, and the basis for its construction. In this regard, in order to improve the company’s management system, it is necessary to clearly understand what relationships exist between the organizational culture and the personnel management system, whether the values embedded in the company’s culture are a logical continuation of the personnel management system or whether they contradict the methods used by management in selection, adaptation, assessment, training and motivation of personnel.

Indicators of inconsistency between organizational culture and personnel management methods are such indicators as an increase in the level of staff turnover and absenteeism, a decrease in labor productivity, a decrease in the level of employee initiative, and an increase in the number of conflicts between employees and managers. However, we emphasize that these indicators depend not only on the consistency of the organization’s culture and the management system used by the company; there are also objective limits to their change. In particular, the turnover rate of 3-5% is due to the need for natural change of personnel; a slight excess of it will not indicate the ineffectiveness of the company’s corporate culture. This indicator is interesting in dynamics, since it shows the attitude of staff to the changes taking place in the organization and changes in the state of corporate culture.

As an example, we will analyze the organizational culture of the enterprises included in the large Russian metallurgical holding OK RUSAL, since it is the same for all enterprises included in it. We will conduct the research using materials from the company’s website. This company most clearly demonstrates the conscious development of corporate culture, which has an impact on the efficiency of workers in the non-ferrous metallurgy industry. In addition, this company is characterized by the following factors:

? The United Company RUSAL is developing a corporate governance system in accordance with the best global standards and practices of public international corporations, based on the principles of transparent and responsible business conduct. The company has a code of corporate ethics, which defines the company's values and principles of its work in various areas; Representatives of teams from all enterprises participated in the discussion of the code;
? RUSAL has repeatedly received awards in the categories “Best Corporate Publication” (in Russia), “Environmental and Social Activities”, "People Investor 2008: companies investing in people”, “For innovation in the field of HR",“For high corporate culture and personnel development”, etc.

An element of the company's corporate culture is its form style, the main visual element of which is the logo shown in Fig. 6.1.

The logo is a combination of two geometric shapes: a polygon with a circular cutout and a right triangle. The black polygon symbolizes the process of mining and processing raw materials for aluminum production, and the red triangle represents the flow of molten metal. These figures together add up to the Latin R- the first letter in the name of the company RUSAL.

Rice. 6.1.

In modern fine art, the square, circle and triangle are considered perfect geometric shapes. According to the famous art theorist Wassily Kandinsky: “The triangle is the most stable geometric figure with the highest expression of sharpness. The circle is the highest depth. Square is the highest internal movement."

The described figures are present in the company logo, which sets RUSAL’s position in the coordinates of intelligence, forward movement and versatility.

The company publishes a weekly newspaper, RUSAL Vestnik. In addition, up-to-date information for employees is posted on information stands and the Intranet portal. The company's management practices meetings and intranet conferences in real time on a regular basis.

Comparing the corporate culture of the company with the typologies discussed in the first chapter of the manual, we can conclude that it is built according to the “Market” type from the typology of K. Cameron and R. Quinn.

However, by constantly improving management methods, RUSAL is creating a unique corporate culture based on a well-thought-out system of personnel motivation, providing ample opportunities for the professional development of employees, and compliance with ethical standards.

This requires constant monitoring of changes occurring within the company and timely adjustment of programs operating in the company. In this regard, studies are conducted annually to study the attitude of employees towards the company and programs implemented in the field of development of corporate culture and internal communications. The result of each study is adjustments to the amount of financial resources invested in maintaining each program in order to increase the degree of employee satisfaction with the level of corporate culture and change their attitude towards the most important company values. Thus, there is a constant adjustment of measures to develop the company’s corporate culture.

According to Federal service According to state statistics, in 2007 the company's Russian enterprises employed 76,597 people out of 180,143 employed in the production of non-ferrous metals, in 2008 - 69,385 people out of 169,557 employed in non-ferrous metallurgy and in 2009 - 60,087 people out of 143,147 busy

The company's personnel management system is directly related to the mission and strategic goals companies. The company's main goal is to become the most efficient corporation in its industry.

Achieving this goal requires new approaches to management and a strong company philosophy.

The company is developing a corporate governance system based on the principles of transparent and responsible business conduct. The company is headed by a Board of Directors, which is collectively responsible for the activities of the company. The Board of Directors consists of executive, non-executive and independent directors. The responsibilities of the Chairman of the Board of Directors and the CEO of the company are clearly divided. Several committees are constantly operating under the Board of Directors, including the Audit Committee, which includes three independent directors. The company has a code of corporate ethics, which defines the company's values and principles of its work in various areas; Representatives of teams from all enterprises participated in the discussion of the code.

The company is built on a divisional principle (the result of the spin-off individual species production and areas of activity into independent business units with their own necessary functional divisions). Directors of divisions and directors of areas (finance, personnel, internal audit, public relations, etc.) report to the general director. However, we emphasize that almost all decisions in the company are made collectively by the Management Board. The Management Board includes: General Director, Director of Finance, Directors of all divisions, Director of Strategy and Corporate Development, Director of internal audit, director of relations with government agencies, working with natural monopolies and ensuring measures to protect resources, Director of International and Special Projects and Director of Legal Affairs. One of the fundamental principles of management in the company was adopted by the company Toyota: “Decisions that are made can be discussed at any length, and all interested parties must participate in the decision-making process. The decision made must be implemented very quickly.”

The merged company is one of the largest employers in Russia. One of its strategic goals is to become a company where people want to work. In this regard, she devotes Special attention search for highly qualified specialists, their motivation and professional development. The company declares that its personnel management system is based on the principle of partnership between the employee and the company and corporate values shared by all. The company's personnel management strategy is aimed at securing employees who have flexible thinking in changing conditions, are problem-oriented, and work in close cooperation with other employees.

Human resource management service at all enterprises and in management company has a single structure. It includes the following divisions: personnel selection department, personnel department, labor and wages department, corporate culture and internal communications department, social programs department, Corporate University department, which includes: personnel training and assessment department, knowledge management department , department for work with specialized educational institutions, Distance Learning Department.

The personnel selection department is responsible for timely forecasting of personnel needs and the selection of qualified, highly motivated, flexible and loyal employees who are able to quickly adapt to work in the organization and have the qualities necessary to achieve the goals set by the company.

To maintain and develop organizational culture when selecting and placing personnel in a company, it is important to assess the following indicators (criteria):

? psychological compatibility with the team;
? discipline;
? business qualities;
? style and working methods;
? participation in innovation activity;
? quality of work performed.

The work of the HR department is assessed by the quality indicator of the recruited employees - (TO), %, which is calculated as follows:

Where: R k- average indicator of the quality of work performed by recruited employees, %; Etc- percentage of new employees promoted within one year; ABOUT - percentage of new employees still employed after one year; Ch- total number indicators taken into account in the calculation.

There is a clear relationship between the quality of employees recruited and the company culture. The stronger the company's organizational culture, the higher the quality score of the recruited employees. Thus, a person coming to work in a company with a strong corporate culture will find himself in an organizational environment where groupthink methods have already been created and “pressure” is provided to instill a dominant way of thinking and acting in all employees, which initially creates the preconditions for the effective work of a newcomer. For enterprises, the work of the personnel department is considered satisfactory if the quality indicator is at the level of 65%.

The Labor and Wages Department and the Social Programs Department are responsible for developing and maintaining a labor incentive system based on the principles of fairness and impartiality in employee remuneration. The level of remuneration (average wage) at each enterprise is set slightly higher than the labor market in the region where the enterprise is located. The personnel incentive system is tied to certain behavioral patterns and company values. The company is introducing a salary system that reinforces incentives for effective activities and responsibility for individual results. Forms of personnel incentives used at the holding's enterprises: wages, bonuses, medical and dental care, food subsidies, company transport or compensation for travel expenses, financial assistance for tuition fees, profit sharing.

Note that wage level - this is a significant factor in assessing the organizational culture of a company. On the one hand, this indicator characterizes the absolute income of employees, and with its help we can assess the difference in wage levels in comparison with competitors and the labor market. On the other side, employee attitude towards salary levels(salary satisfaction) at an enterprise is indicative, as it allows one to assess the risks of dismissal and “poaching” the enterprise’s specialists, as well as analyze employees’ perceptions of how “fair” the wage system at the enterprise is. In strong corporate cultures, as in the company's enterprises, more than half of the employees characterize the level of remuneration as average or good.

The company has various social programs for employees: the possibility of preferential housing loans, voluntary medical insurance, financial assistance in difficult life situations, sanatorium treatment, and organization of children's recreation. On the one hand, the presence of social programs at enterprises is an urgent need in the labor market today. On the other hand, the attitude of employees to each program allows for the rational use of funds for social security of employees, adjusting the “portrait of a typical employee of the enterprise,” which in turn makes it possible to select adequate tools for working on changing / shaping the corporate culture of the company.

The Corporate University department is responsible for the process and principles of personality formation in terms of continuous vocational training In the organisation. The department is responsible for creating training systems accessible to any member of the team, contributing to his constant development, involving him in the constant process of mastering knowledge, skills and behavior patterns under the guidance of experienced teachers, managers, mentors, etc. This division has a direct impact on the formation and transformation of the company’s organizational culture, since it is here that the educational programs The company's values and behavioral patterns are laid down.

The company's personnel development system provides employees with the opportunity to acquire additional professional skills through participation in trainings, seminars, internships at the most efficiently managed enterprises in the world, and obtaining additional education.

By employee qualification level evaluate, on the one hand, the effectiveness of the “Corporate University” department as a training center, and on the other hand, as a unit that creates a learning environment in the organization, i.e. influencing the corporate culture of the organization.

The function of working with the personnel reserve (both internal and external) is also assigned to this unit. There are programs for forming a personnel reserve. The psychological effect of being included in the reservists largely consists of the opportunity to communicate with representatives of other departments, during which experience is exchanged, personal connections are established, and, as a result, the corporate culture of the company is formed.

The personnel assessment system includes an annual performance assessment based on the achievement of set goals for the year and assessment centers. Based on the results of the annual assessment, company employees receive annual bonuses.

The Corporate Culture and Internal Communications Department is responsible for the formation and maintenance of values and behavior patterns of staff.

This division is responsible for developing and maintaining the Code of Corporate Ethics. The Code of Corporate Ethics is a tool for directly presenting the company's values to its employees. The Code describes standards of behavior that are not legally binding and that are difficult to enforce. Consequently, without internal acceptance by employees of the Code, it will not be able to fulfill its functions. That is why its development was carried out using dialogic procedures for the exchange of opinions between employees. Its forms were varied and included both information, discussion, and clarification of goals. Almost all employees of the company were involved in the development process, which made it possible to improve the performance of the information campaign to familiarize employees with the company’s strategy, which ran in parallel with the development of the Code.

One of the division's powerful tools is the weekly newspaper. In addition, as noted above, relevant information for employees is posted on information stands and the Intranet portal, and real-time meetings and intranet conferences are practiced on a regular basis.

The company constantly holds corporate events, sports competitions, KVN festivals and creative competitions, in which thousands of workers from all company enterprises take part. There are sports sections for employees' children, and drawing and creative work competitions are organized.

All events and information materials are explicitly or implicitly imbued with the values promoted by the company.

At the analyzed enterprises of the company, a significant decrease in staff turnover has been recorded since 2005 (average turnover rate * 7%), which indicates the acceptance by employees of the company’s personnel policy and the effectiveness of the existing corporate culture.

Also noteworthy is the annual decline level of absenteeism and violations of labor and industrial safety(HSE) at enterprises. These indicators are determined by analyzing documents: work time sheets, documents and orders on the application of sanctions for violation of labor discipline, etc. The change in the level of violations is a consequence of the process of improving corporate culture. Over the past five years, enterprises have seen a noticeable tightening of health and safety requirements and control in this area. These changes occur thanks to the joint work of management (for many managers this is a source of pride) and the departments of selection, assessment and corporate culture and internal communications of enterprises, which in turn are the bearers of the company’s corporate culture and at the same time the employees who form it.

To characterize the work of personnel management services, it is often proposed to use such an indicator as the level of conflict in the organization. We are of the opinion that this indicator is not informative, since the indicator may not be the quantity, but rather the quality of conflicts. For example, in innovative organizational cultures the level of conflict is high, but conflicts in these organizations are constructive, aimed at solving organizational goals. Instead of this indicator it is proposed to use level of team cohesion (satisfaction with relationships with colleagues). Obviously, the higher the level of cohesion, the stronger the corporate culture of the company, the higher the commitment of the staff to the enterprise. At the company's enterprises, an average of 6% of employees noted “dissatisfaction in relations with the team,” which corresponds to the average level of staff turnover.

Thus, after analyzing the personnel management system and corporate culture of the company, we can conclude that the company has adopted a result orientation. The majority of employees are goal-oriented. The company's leaders and managers are professional leaders. The main emphasis in the company's personnel management philosophy is on the desire to win. The focus of the strategy is on competitive actions, solving assigned problems and achieving measurable goals. The company's success in achieving its goals predetermines the desire to become the most efficient and largest metallurgical company in the national market and one of the leaders in the global metallurgical market.

At the same time, the work motivation of employees is formed under the influence of many factors, often not related to a specific position and employer (for example, the level of salaries and the state of employment in the region, personal motives, the social sphere of the enterprise, etc.). In turn, the change in level work motivation influences changes in the fundamental performance indicators of the employee. These include changes in the level of labor productivity, not associated with technical and technological re-equipment of production, but occurring precisely under the influence of dynamic changes in the organizational culture of the company. Increasing employee productivity is also an indicator of the effectiveness of measures to manage the company’s corporate culture.

We consider it appropriate to offer the most general recommendations on some aspects of studying a company’s corporate culture using the following methodology.

In order to generally assess the level of employee satisfaction with the work process and involvement in the company, we propose to calculate an integrated satisfaction indicator. To do this, you should conduct a questionnaire survey of employees, which should include questions that most demonstrate the degree of employee satisfaction with work in the company and involvement in it. We suggest using the following four questions:

1. Do you like working in the company?

Possible answers:

a) yes;
b) no;
c) I find it difficult to answer.
2. If you had the opportunity to work in another place according to your

specialty and receive the same salary, would you leave the company?

Possible answers:

a) yes;
b) no;
c) I find it difficult to answer.
3. Which phrase more accurately describes the current situation in the company?

Wording options:

a) good for the company - good for the employees;
b) bad for the company - bad for the employees;
c) good for the company - bad for the employees;
d) bad for the company - good for the employees.
4. Are you proud to work for the company?

Possible answers:

a) yes;
b) no;
c) I find it difficult to answer.

For positive answers to questions 1 and 4, a negative answer to question 2, option a or b in question 3, score 1 point. For negative answers to questions 1 and 4, a positive answer to question 2, options c or d in question 3, score -1 point.

As a result of summing up the points, a scale was obtained that can take values from -4 to 4.

Thus, respondents who answer that they like working for the company, are proud to work here, would not leave the company for another job at the same level of pay, and believe that the current situation is best described by the phrase “good for the company - good for employees”, on this scale they score four points.

Accordingly, respondents who answered that they do not like working in the company, and also that they do not feel proud of working in it and would leave the company for another place at the same salary level, and believe that the current situation is best described by the phrase “good for the company - bad for the employees” or “bad for the company - bad for the employees”, on this scale they scored -4 points.

The remaining respondents will score an intermediate number of points.

Table 6.1.

Integrated employee satisfaction indicator

Using the method of interviews and focus groups, it is possible to identify those factors on which the level of staff satisfaction depends. In order to identify the levels of importance and satisfaction with each factor, it is necessary to include special questions in the questionnaire. For example: ? What is most important to you in your work? Answer options must contain all identified factors. It is worth considering that it is necessary to give the respondent the opportunity to choose several options;

? How do you evaluate: the level of remuneration at the enterprise, relationships in the team / knowledge of the company’s prospects and goals, etc.? The answer options should contain a scale, for example: good, average, bad, difficult to answer;
? How has it changed over Last year/ time wage level / relationships in the team / knowledge of the company’s prospects and goals, etc.? Answer options should contain a scale, for example: improved, did not change, worsened, difficult to answer.

Thus, we can conclude that the organization’s activities to form or change corporate culture represent work to assess personnel satisfaction factors using special tools. To assess the effectiveness of the tools used, in interviews, focus group programs and questionnaires it is also necessary to include questions assessing the degree of importance of corporate culture, the accessibility of knowledge of its fundamental values and staff satisfaction with its level. Let us note that in order to change the set of methods and means used in managing organizational culture, it is necessary to take into account the traditions and experience of the enterprise in the relevant industry National economy, and those her specific features, which influence the process of managing the culture of the organization, increase the motivation of employees, and, as a result, the labor efficiency of the company’s personnel.

Personnel management of an organization: Textbook / Ed. L.Ya. Kibanova. M.: Infra-M, 2007. P. 316.

Borisova Yu.V., Shapiro S.L. Corporate culture as a factor in increasing the labor efficiency of workers at industrial enterprises: monograph. M.: Russian Chemical Technical University named after D.I. Mendeleeva, 2012. P. 60.