Activities to change corporate culture. Measures to improve the corporate culture at OJSC Gazenergobank. Suggestions for improvement

Introduction

Chapter 1. Theoretical foundations of the corporate culture of OJSC Kaluga Gas and Energy Joint Stock Bank Gazenergobank

1.1 The concept of corporate culture

1.2 Structure of corporate culture

1.3 Types of corporate culture

Chapter 2. Formation of corporate culture in OJSC Kaluga Gas and Energy Joint Stock Bank "Gazenergobank"

2.1 Organizational structure of OJSC "Gazenergobank"

2.2 Practice of corporate culture management at OJSC "Gazenergobank"

Chapter 3. Measures to improve corporate culture at OJSC Gazenergobank

3.2 Changing the culture of the organization

Conclusion

Bibliography

Introduction

This course work is devoted to the topic “Corporate culture as a tool of business administration”, which is relevant for modern organizations.

Today, this issue is very important, and its relevance is growing as Russian companies advance in the global market.E. Shane defines corporate culture as a set of collective core rules invented, discovered, or developed by a group of people as it learned to solve problems associated with external adaptation and internal integration, and developed well enough to be considered valuable. Therefore, new members of the group should be taught these rules as the only correct way to comprehend, think and feel in situations related to solving such problems. D. Eldridge and A. Crombie give the following definition: “Corporate culture is a unique set of norms, values, beliefs, patterns of behavior that determine the way groups and individuals unite in an organization to achieve its goals.” A. Fayol called strengthening and maintaining corporate spirit is one of the basic principles of enterprise management. . Corporate culture is a set of the most important assumptions accepted by members of an organization and expressed in the organization's stated values that guide people's behavior and actions.

The most complete and detailed definition is given by domestic management specialist V.D. Kozlov, noting that corporate culture: “is a system of formal and informal rules and norms of activity, customs and traditions, individual and group interests, behavioral characteristics of employees of a given corporate structure, leadership style, indications of employee satisfaction with working conditions, level of mutual cooperation, identification of employees with enterprises and development prospects." Accordingly, the corporate culture of an enterprise must be understood as a set of values and norms of organizational behavior adopted in a given enterprise.

The culture of an organization is closely related to the corporate culture. The first is not possible without the second. The organizational culture of an enterprise is determined by the formula: common values, mutually beneficial attitude of employees, conscientious organizational behavior.

Corporate culture is a new field of knowledge included in the series of management sciences. It also stood out from the relatively new field of knowledge of organizational behavior, which studies general approaches, principles, laws and patterns in the organization.

The main goal of organizational behavior is to help people carry out their responsibilities in organizations more productively and receive greater satisfaction from it; this is important for solving problems, without which it is impossible to achieve effective operation of the company.

The purpose of the study is to study the theoretical foundations of corporate culture and highlight directions for its development. This is important because every organization faces the need to form its own image - defining its goals and values, civilized rules of behavior and moral principles for employees, maintaining a high reputation of the company in the business world. Without solving the problems of corporate culture, it is impossible to achieve effective operation of companies.

In connection with this goal, it is necessary to highlight the following tasks:

) Study the concept, structure and levels of corporate culture.

corporate culture organizational structure

2) Consider the process of forming a corporate culture using the example of OJSC "Gazenergobank"

) Analyze measures to improve corporate culture at OJSC "Gazenergobank"

The object of the study is OJSC "Gazenergobank".

The subject of the study is the corporate culture of OJSC "Gazenergobank"

Coursework structure:

The course work was completed on 38 pages of typewritten text.

The introduction reveals the relevance, defines the object, subject, purpose, objectives of the study, and reveals the theoretical significance of the work.

The first chapter discusses the most common terms and concepts of corporate culture.

The second chapter reveals the corporate culture at OJSC Gazenergobank.

The third chapter examines changes in corporate culture and provides recommendations for increasing the role of corporate culture in Gazenergobank OJSC.

In conclusion, conclusions are drawn on the topic under consideration.

Chapter 1. Theoretical foundations of the corporate culture of OJSC Kaluga Gas and Energy Joint Stock Bank Gazenergobank

1.1 The concept of corporate culture

Viewing an organization as a community that has a uniform understanding of its purpose, meaning and place, values and behavior has instilled the concept of corporate culture.

The new term “corporate culture” seems so only at first glance. At the dawn of monopoly, when the founder of the largest automobile corporation, Ford, shook hands with his workers and congratulated them on family celebrations, he created precisely this very culture in his factories - a general favorable atmosphere among personnel at all levels - an ephemeral phenomenon that cannot be literally touched , but whose fruits are very material, as they directly contribute to increasing the company’s income.

Corporate culture is not only the image of the company, but also an effective tool for strategic business development. Its formation is always associated with innovation aimed at achieving business goals and, consequently, increasing competitiveness.

The culture of an organization should be understood as a unique set of norms, values, beliefs, patterns of behavior, etc., which determine the way groups and individuals unite in an organization to achieve its goals. E.N. Stein also defined corporate culture: “Corporate culture is a set of techniques and rules for solving problems of external adaptation and internal integration of employees, rules that have proven themselves in the past and have confirmed their relevance.” In 1985, E. Schein gave the following definition: “Corporate culture is a set of basic assumptions invented, discovered or developed by a group in order to learn to cope with the problems of external adaptation and internal integration. It is necessary for this complex to function long enough to confirm its consistency, and therefore it should be passed on to new members of the organization as the correct way of thinking and feeling regarding the issues mentioned."

It is clear that if an organization's culture is aligned with its overall purpose, it can be an important factor in corporate performance. Therefore, modern organizations view culture as a powerful strategic tool that allows them to orient all departments and individuals towards common goals, mobilize employee initiative and ensure productive interaction. We can talk about corporate culture only when senior management demonstrates and approves a certain system of views, norms and values that directly or indirectly contribute to the implementation of the organization's strategic objectives. More often than not, companies develop a culture that embodies the values and behavioral styles of their leaders. In this context, corporate culture can be defined as a set of norms, rules, customs and traditions that are supported by the subject of corporate power and set the general framework for employee behavior that is consistent with the organization's strategy.

Corporate culture includes not only global norms and rules, but also current operating regulations. It may have its own characteristics, depending on the type of activity, form of ownership, position in the market or in society. In this context, we can talk about the existence of bureaucratic, entrepreneurial, organic and other organizational cultures, as well as corporate culture in certain areas of activity, for example, when working with clients, staff, etc.

Characteristics of corporate culture cover

individual autonomy - the degree of responsibility, independence and opportunities to express initiative in the organization;

structure - interaction of bodies and persons, current rules, direct management and control;

direction - the degree of formation of the goals and prospects of the organization’s activities;

integration - the extent to which parts (entities) within an organization are supported in the interests of carrying out coordinated activities;

management support - the degree to which managers provide clear communication, assistance and support to their subordinates;

support - the level of assistance provided by managers to their subordinates;

incentives - the degree of dependence of remuneration on labor results;

identification - the degree of identification of employees with the organization as a whole;

conflict management - the degree of conflict resolution;

risk management - the extent to which employees are encouraged to innovate and take risks.

These characteristics include both structural and behavioral dimensions. A particular organization can be analyzed and described in detail based on the parameters and properties listed above.

Summarizing the above, we can give a more general definition of corporate culture. Corporate culture is a system of socially progressive formal and informal rules and norms of activity, customs and traditions, individual and group interests, behavioral characteristics of the personnel of a given corporate structure, leadership style, indicators of employee satisfaction with working conditions, the level of mutual cooperation and compatibility of employees with each other and with organization, development prospects.

1.2 Structure of corporate culture

The structure of corporate culture consists of several elements: the organization’s mission, values, goals, norms, customs, rituals #"665675.files/image001.gif">

Rice. 1. The main elements of the organization’s culture

None of these components individually can be identified with the culture of an organization. However, taken together they can provide a fairly comprehensive picture of a company's culture. Many components of culture are difficult to detect by an outsider. You can spend several weeks in an organization and still not understand the fundamental principles of culture that govern people's actions. Each employee, coming to the organization, goes through a certain procedure of corporate socialization, during which month after month he comprehends all the smallest nuances that together form the organizational culture.

1.3 Types of corporate culture

Corporate culture arises in any structured group of people. Moreover, it becomes more powerful the longer this structure exists.

However, without clear “scientific” management of this process, without the conscious use of elements of corporate culture in advertising and PR materials, the main goal cannot be achieved, namely, the self-maintenance and self-development of the organization.

Some leaders view their corporate culture as a powerful strategic tool for aligning departments and individuals with common goals, mobilizing employee initiative, ensuring loyalty, and facilitating communication.

An organization's specific cultural values may relate to the following issues:

the purpose of the organization and its “face” (highest quality, leadership in its industry, spirit of innovation);

seniority and authority (the powers inherent in a position or person, respect for seniority and authority);

the importance of various leadership positions and functions (the authority of the HR department, the importance of the positions of various vice presidents, the roles of various departments);

treatment of people (caring for people and their needs, respect for individual rights, training and development opportunities, fairness in pay, motivating people);

the role of women in management and other positions;

selection criteria for leadership and supervisory positions;

work organization and discipline;

dissemination and exchange of information (employees are well or poorly informed);

nature of contacts (preference for personal or written contacts, possibility of contacts with senior management);

the nature of socialization (who communicates with whom during and after work, special conditions, such as a separate dining room, etc.);

ways to resolve conflicts (the desire to avoid conflict or compromise, the participation of senior management);

assessment of work effectiveness (secret or open, by whom, how the results are used);

identification with the organization (loyalty and integrity, spirit of unity, pleasure from working in the organization);

There are the following types of corporate cultures:

“Task culture” - this type of culture is focused, first of all, on solving problems and implementing projects. The effectiveness of organizations with such a culture is largely determined by the high professionalism of employees and the cooperative group effect. Greater power in such organizations belongs to those who are currently experts in the leading field of activity and who have the maximum amount of information. This culture is effective in cases where the situational requirements of the market are decisive in the activities of the organization. The emphasis in this culture is on completing work quickly. An organization with such a culture tries to connect the right resources and the right employees at the right level and enable them to complete the job well. Task culture depends on the team's ability to improve performance and integrate the employee's personal goals with the goals of the organization. It is a team culture where team performance is more important than individual goals, position and style differences. Influence is based more on the strength of the expert, specialist, and not on the strength or position of the individual. Influence here is more widespread than in other types of corporate cultures.

“Personality culture” - an organization with this type of culture unites people not to solve some problems, but so that they can achieve their own goals. Power is based on proximity to resources, professionalism, and the ability to negotiate. Power and control are coordinating in nature. This type of culture is unusual. It is not found everywhere, however, many individuals adhere to some of its principles. In this culture, the individual is at the center; if there is some structure and organization, it exists only to serve and help the individuals in this organization, to facilitate the fulfillment of their own interests without any purpose. For this culture, control or even a hierarchy of management is impossible except by mutual consent. The organization is subordinate to the individual and owes its existence to this individual. An individual may leave that organization, but the organization rarely has the power to "evict" the individual. Influence is distributed equally, and the basis of power, if necessary, is usually the power of a specialist: a person does what he knows how to do well, so they listen to him.

Successful organizations have their own culture that drives them to achieve positive results. Corporate culture makes it possible to distinguish one organization from another, creates an atmosphere of identification for members of the organization, and generates commitment to the goals of the organization; strengthens social stability; serves as a control mechanism that guides and shapes employee attitudes and behavior.

Chapter 2. Formation of corporate culture in OJSC Kaluga Gas and Energy Joint Stock Bank "Gazenergobank"

2.1 Organizational structure of OJSC "Gazenergobank"

In order to analyze the corporate culture of an enterprise, it is necessary to analyze the history of its development and its achievements.

Open Joint Stock Company Kaluga Gas and Energy Joint Stock Bank "Gazenergobank" is one of the best Russian regional banks, the largest independent credit and financial institution in the Kaluga region, based on domestic capital. Gazenergobank firmly holds a leading position in the region in terms of key indicators of banking activity: capital, the volume of assets, the amount of deposits of the population.

Table 1 shows comparative data on the indicators of OJSC Gazenergobank for 2010 and 2011.

Date of formation: May 19, 1995. Since January 2005, it has been included in the Compulsory Deposit Insurance System (entry in the register of participating banks No. 516).

Since 2008 - as part of the Life Financial Group, consisting of seven independent commercial banks. At the moment, in addition to the Kaluga Gazenergobank, the Financial Group includes: OJSC AKB Probusinessbank (Moscow), CJSC AKB Express-Volga (Saratov), OJSC VUZ-Bank (Ekaterinburg), CJSC National Savings Bank (Ivanovo), OJSC Bank24.ru (Ekaterinburg), OJSC CB Let's Go! (Novosibirsk city). In terms of aggregate financial indicators, Life Group is among the TOP 30 banks in Russia.

Management of the current activities of the Bank is carried out by the Board and the Chairman of the Board of the Bank - the executive body of the Bank. The rights and obligations of the Chairman of the Board of the bank and members of the Board are determined in accordance with current legislation and the agreement concluded by each of them with the Bank

The following issues fall within the competence of the Chairman of the Bank’s Management Board:

– organization of the work of the bank’s Management Board;

– approval of the structure and staffing of the Bank’s central apparatus, regulations on its structural divisions.

The board of the bank, in accordance with the tasks assigned to it:

– discusses reports from heads of departments of the bank’s central apparatus and heads of branches (territorial banks) on the results of activities for the corresponding period and on the results of work in specific areas of banking activity;

– makes decisions on the placement of bonds and securities of the bank;

– approves the rules for performing banking operations, as well as instructions and recommendations on other issues of banking;

– approves interest rates on deposits, savings certificates, loans for individuals;

– considers the state of accounting, reporting and internal control, hears reports from the heads of branches and other separate divisions of the bank based on the results of audits and inspections of their activities, makes decisions on these issues;

– exercises control over compliance by bank branches with current legislation.

The bank's executive body is responsible for the accuracy of the information contained in the Bank's reports.

Corporate culture is focused on the internal environment and is manifested primarily and mainly in the organizational behavior of employees. This should include the stability, efficiency and reliability of intrasystem organizational connections; discipline and culture of their implementation; adaptation to innovations, a generally accepted (at all levels) management style based on cooperation; active processes of positive self-organization and much more, which is manifested in the corporate behavior of employees in accordance with accepted norms and recognized values that unite the interests of individuals, groups and the organization as a whole.

The corporate culture of an enterprise is designed to ensure the organization's adaptation to the external environment. It helps an enterprise survive, win the competition, conquer new markets and develop successfully. But at the same time, its basis is internal consolidation, interaction and mutual coordination, based on a clear division of labor, responsibility and coordination of interests. Just as culture in general is based on generally accepted values and generally accepted norms (rules) of behavior, so corporate culture in an enterprise is formed on the basis of recognized values and accepted norms of behavior in a given team and a given organization.

The main competitors of Gazenergobank OJSC in the region are VTB Bank, Sberbank, Fora Bank. The bank's clients are such enterprises as: Kalugaagrofarm OJSC, KAZMIN StroyInvest LLC, KEZ KVT LLC, TeoremaMed LLC, Trigon LLC, Branch No. 1 of Maxnet-Systems LLC, KZSG Gidrotech LLC, etc. .d. Many of these organizations have open salary projects, these projects at OJSC Gazenergobank are advantageous because the bank issues plastic cards independently and on site, which takes from 1 to 3 days, and the bank also has a developed infrastructure of ATMs and self-service terminals.

OJSC "Gazenergobank" is actively developing. In 2011 alone, its branch network doubled. At the beginning of 2012, the bank was represented by 54 operational offices, 3 additional offices and 6 operational cash desks in 5 regions of the Center of Russia (Kaluga, Smolensk, Tula, Bryansk, Moscow). Currently, the services of OJSC Gazenergobank are used by more than 12 thousand legal entities and more than 250 thousand individuals.

Joining the Group allowed OJSC Gazenergobank to have even greater financial stability due to the new access to modern banking technologies, powerful financial and intellectual resources of confidently developing partner banks.

Thanks to the professional work of OJSC Gazenergobank, it has repeatedly won the status of one of the best regional banks in Russia. In 2010, Gazenergobank was named “the most dynamically developing regional bank of the year” by the Banking magazine.

2.2 Practice of corporate culture management at OJSC "Gazenergobank"

According to the RIA-Analytika Center for Economic Research, Gazenergobank OJSC occupies 217th place (out of 1000) in the rating of Russian banks in terms of assets, having risen by 16 positions during 2011. Over the year, the bank's assets grew by more than 44% and as of January 1, 2012 exceeded 12 billion rubles.

Today OJSC Gazenergobank is:

· more than 12,000 clients;

· more than 300 small and medium-sized business clients;

· more than 350 corporate clients;

· 69 divisions (including offices and operating cash desks);

· about 100 ATMs and 115 self-service terminals;

· 5 regions of presence: Kaluga, Smolensk, Tula, Bryansk, Moscow;

· 1128 employees.

Table 1 shows the structure of the team of OJSC "Gazenergobank"

Table 1 - Structure of the team of OJSC "Gazenergobank", people.

An analysis of Table 1 allows us to say that the team consists mainly of young employees, which means energetic and promising people. This is also evidenced by the fact that 87.6% of the team has one or more higher educations (Table 2).

Table 2 - Analysis of the level of education of employees of OJSC "Gazenergobank"

OJSC Gazenergobank has come a long way in its development as a regional bank; all this could not but leave an imprint on its corporate culture.

The bank has a code of ethics and rules of conduct for employees, as well as a corporate dress code.

Excellent appearance plays a very important role, because... employees represent OJSC Gazenergobank to clients. A clean and elegant appearance embodies pride and professional responsibility - this is a defining concept for employees.

The dress code is the rules of appearance, which contains recommendations on how bank employees should dress in the office. The purpose of this document is to define what clothing is considered acceptable in a business environment.

Suitable clothing for the office is:

for men: business suit, trousers or slacks, jumper, shirt and tie (or no tie);

for women: business suit (skirt or trousers), slacks, skirt, blazer, blouse or jumper, dress, stockings/tights; The length of the dress or skirt should be appropriate (appropriate) in a business environment, without any extremes.

Blue jeans, T-shirts, sneakers and tennis shoes are not allowed.

These rules apply to all days of the week (not excluding Friday). Employees should follow these guidelines regardless of day of the week or personal plans.

The above rules leave a certain imprint on the behavior of employees and their appearance in the office and outside it.

OJSC Gazenergobank also has its own mission.

The Bank's mission is a philosophy of joint activities and mutually beneficial cooperation with clients, shareholders and society as a whole.

For this purpose, the Bank was created and is constantly improving, developing and mastering advanced banking technologies.

The Bank is developing based on the vision of it as a reliable and mobile organization with a well-established and well-functioning banking mechanism that allows it to effectively solve the problems facing the Bank’s shareholders and clients.

Bank employees provide clients: enterprises and organizations of the Kaluga region, as well as individuals, with the opportunity to conveniently, reliably and profitably operate their financial resources.

OJSC Gazenergobank offers clients banking services and products of the highest quality in a form convenient for them. Bank employees strive to provide clients with their knowledge, skills, experience, and bank resources and create opportunities for them to manage their bank accounts, place theirs profitably and attract borrowed resources, and receive qualified assistance.

Implementing the principle of openness, bank employees are focused on timely informing shareholders and clients of the Bank, including potential ones, about the financial condition and development prospects of the bank.

The bank's main and most valuable resource is its employees. - highly professional, conscientious, cultural and friendly, who have been created favorable conditions and comfortable workplaces for fruitful work, provided with opportunities for career growth and improvement of their well-being.

Thanks to the successful work of the bank, the quality of life in the Kaluga region, the standard of living of people is improving, and the environment is being preserved and improved. Participation in charity and social programs of the region allows the bank to enlist the support of the population and feel involved in the universal mission of creating and increasing good.

To study the state of corporate culture at OJSC Gazenergobank, an anonymous survey on employee loyalty is conducted monthly.

The survey is conducted among all employees and includes several questions. To the question: “Are you ready to recommend OJSC Gazenergobank to your friends as a good place to work?”, 70%, i.e. the absolute majority of respondents answered this question positively; 16.6% are not ready to recommend the bank as a place of work, 13.4% found it difficult to answer.

The second question is “What could increase your loyalty?” Includes 13 possible answers and the opportunity to provide your own. In first place is the answer “improved wages” (noted by 42% of respondents), in second place (27.1%) is “opportunity for career growth”; 19.6% “improving non-monetary forms of remuneration”; 11.3% believe that “a better understanding and prospect for the growth and development of the Bank as a whole.”

Thus, approximately every seventh employee is satisfied with his place of work, but every fourth would like better pay for his contribution to the common cause, and almost every third would like to have the opportunity to “grow up the career ladder.”

Any organization and banking organization is no exception strives to create a positive image. One of the components of a company’s image is the concept of its visibility for the local community - its openness, accessibility and, most importantly, the regularity of updating information about the company’s opportunities, services, and events. According to employees, the bank is improving its image through such activities as improving product quality (73.3%); organization of promotions (53.3%); maintaining relations with the media and the Internet (3.3%); establishing and maintaining contacts with authorities (31.1%); shows concern for employees (30%).

The third question about employee participation in decision making is represented by the following answers: a little more than a quarter of respondents - 26.6% participate in making fundamental decisions occasionally; 53.3% never participate in decision-making, 20.1% do not feel such a need.

Along with the opportunity to participate in making fundamental decisions, when forming a corporate culture, the level of awareness of the team about what is happening inside the bank and outside it, and the methods of “obtaining” such information, is very important. It is well known that the lack of information gives rise to various rumors, usually of a negative nature, which leads to discomfort at work and a decrease in labor productivity.

One of the components of corporate culture is the presence in the organization of its own values, as well as methods for their preservation and development.

So, the main values that OJSC Gazenergobank adopts for itself are:

ü Loyal customer. Each employee has his own clients - long-term relationships with whom are more important than short-term profits and narrow corporate interests. Each employee knows their customers and are always willing to do more than they expect.

ü Business partnership. All employees are business partners. Mutual obligations built on the principles of entrepreneurship and mutual benefit. Everyone understands that their income depends on the achievements of the business. Partnerships between departments.

ü Honesty and openness. Everyone does what they promise. He promises what he can do. Everyone is open, honest and sincere with each other, with clients and partners.

ü Trust. Each employee trusts the other to make decisions. When making decisions, each employee understands that they are trusted.

ü Team work. Everyone achieves their best results by working together and complementing each other. Everyone trusts and respects each other. Everyone's personal contribution is important to the success of the entire team.

ü A learning organization. Each employee has the opportunity to take any e-learning course on marketing, management, etc.

ü Knowledge and innovation are a competitive advantage. You can take risks, learn from mistakes, and thereby move forward. Everyone is happy to share knowledge and experience and learn from others.

Chapter 3. Measures to improve corporate culture at OJSC Gazenergobank

3.1 Recommendations for increasing the role of corporate culture of OJSC Gazenergobank

An analysis of the corporate culture of OJSC "Gazenergobank" showed that despite the fact that the company has its own mission and has its own values, the corporate culture has a number of problems that should be paid attention to:

Having analyzed the level of education of personnel, we can make a recommendation on the need to encourage employees to improve their level of education;

In this regard, I would like to offer a number of recommendations for improving the corporate culture of the bank OJSC Gazenergobank. It is necessary to take into account the skills and abilities of employees, because They are individual for everyone. If a worker feels that someone else can do the job just as well, then the job is unlikely to be of value to him and he is unlikely to feel a sense of pride in completing the task. A job that does not use a worker's valuable skills does not generate the need for further training. It is necessary, if possible, to take into account the psychotype of employees, because The same work may be considered boring by some, while for others it seems to be of an unstable and intermittent nature, and therefore it is impossible to establish any specific mode of its implementation.

It is also necessary that employees have completeness of the work operation as a whole and defined part of the work, i.e. performing work from start to finish with visible results. Then employees will feel the importance of their work. The concept of importance is closely related to the performer’s value system. Work can be interesting and exciting, but people will remain dissatisfied until they feel that their work is important and needs to be done.

It is necessary to give employees more independence; they must make their own decisions. If decisions are made by other people, doing a good job is less likely to be seen as a reward. The person will feel that the quality of the work depends on the correctness of these decisions, and not on his own efforts. There will be no sense of “ownership” of the work. Feedback should also improve to ensure employees are informed about the quality of their work. The effectiveness of feedback depends on the integrity of the work. It is much easier to provide feedback on the results of “finished work” than on a separate fragment of it. The importance of feedback is obvious. People need to know how well they are doing their job. However, the best feedback occurs when employees themselves control the quality of their own work.

People work mainly to satisfy their economic needs. And since a survey on employee loyalty showed that 42% would like to improve wages, it is necessary to develop bonus and bonus schemes, take into account everyone’s personal contribution to the common cause, and apply economic motivation for well-done and completed work. It is necessary that additional remuneration (premium or bonus) be based on the results of work.

The remuneration system and remuneration for employees of OJSC Gazenergobank must correspond to such economic goals as ensuring a fair distribution of material benefits, achieving full employment of employees, stimulating productive behavior of employees, etc.

The task of the employees of OJSC "Gazenergobank" should include not only competent and comfortable communication with the client about the Bank's services and products, but also to ensure that the business of the entrepreneur who contacts him is successful and prosperous. The development of the bank depends on this. Bank employees and clients must be one.

Understanding that fulfilling the mission and achieving goals is possible only in a single, well-coordinated and productive team of like-minded people, bank employees should have equal rights as members of the same team:

· Emotionally support each other, despite political and aesthetic differences in views;

· Freely express your feelings;

· Express your opinion, point of view, regardless of whether others agree with it or not;

· Criticize ideas, not people; no one's idea is more important, they are all equally worthy of attention and discussion;

· Openly declare the occurrence of a conflict, contact the team to explain the position of the conflicting parties and for support in resolving the conflict;

· Do not avoid, but resolve conflicts, learning from them;

· Conduct an experiment, having the right to make a mistake and correct it, understanding that the process of creative work is long and contains uncertainties;

· Contact any Bank employee for help on any specific aspect of its production activities and receive comprehensive advice on the issue.

To give the employees of OJSC Gazenergobank the opportunity to participate more in decision making so that they feel important.

Properly managed personnel work at OJSC Gazenergobank, a developed corporate culture and a system of employee motivation can significantly affect employee productivity.

Personnel policy, including hiring, promotion and dismissal of employees, is one of the main ways to maintain culture in an organization. When hiring, potential employees are carefully selected. A candidate for a position fills out a detailed questionnaire, which is checked by the security service; if they give a positive result, then an interview is held with the Chairman of the Board, after which a final decision is made on acceptance or refusal for this position.

3.2 Changing the culture of the organization

The culture of an organization turns out to be acceptable for a certain period of time and conditions. Changing conditions of external competition, government regulation, rapid economic changes and new technologies require a change in the culture of the organization that does not meet the new conditions. It takes a long time to create a new organizational culture as the old corporate culture becomes ingrained in the minds of people who remain committed to it. This work includes the formation of a new mission, goals of the organization and its ideology, models of effective leadership, the use of experience from previous activities, ingrained traditions and procedures, evaluation of the effectiveness of the organization, its formal structure, design of premises and buildings, etc.

The possibility of changing culture is influenced by the following factors: organizational crisis, change of leadership, stages of the organization's life cycle, its age, size, level of culture, the presence of subcultures. An organizational crisis challenges established work practices and opens up opportunities for the adoption of new values. Examples of a crisis can be the deterioration of the organization’s position, its financial takeover by another organization, the loss of major customers, the breakthrough of competitors into the organization’s market, a change in management contributes to the introduction of new values. But new management in itself does not guarantee that employees will accept the new values. New leaders must have a clear vision of what the organization can be and authority.

The ability to change the culture of an organization largely depends on the stage of its life cycle. It is easier to change the culture of an organization during periods of transition from its creation to growth and from maturity to decline. When an organization enters a growth stage, major changes will be necessary. The organization's culture is not yet ingrained and employees will accept changes if:

) The previous success of the organization does not meet modern conditions;

2) Employees are not satisfied with the general state of affairs in the organization;

) The image of the founder (founder) of the organization and his reputation are called into question.

Another opportunity for culture change occurs when an organization enters a stage of decline. At this stage, staff reductions, cost reductions and other similar measures are usually necessary, which dramatize the mood of employees and indicate that the organization is experiencing a crisis. .

Regardless of the stage of an organization's life cycle, the younger it is, the less established its values will be. Culture change is more likely in a young organization. It is easier to change culture in a small organization, since there is closer communication between managers and employees, which increases the opportunity to spread new values. The more widespread the culture is in an organization and the greater the cohesion of the team that shares common values, the more difficult it is to change the culture. A weak culture is more susceptible to change than a strong one. The more subcultures there are, the greater the resistance to changing the dominant culture.

Changing culture requires a specific strategy for managing the culture of the organization. It involves: a) cultural analysis, which includes an audit of the culture to assess its current state, comparison with the intended (desired) culture and an intermediate assessment of its elements that need to be changed; b) development of special proposals and measures. Even where conditions for change are favorable, managers should not expect the organization to quickly adapt new cultural values. The process of changing culture in an organization can take a long time.

Conclusion

Based on the results of the course work, the following conclusions can be drawn:

There are two basic tasks in the solution of which the main purpose of corporate culture is revealed:

ensuring internal unity and integration of employees;

adaptation of the organization to the conditions of the external socio-economic environment.

The task of ensuring internal unity and integration of employees regulates intra-organizational processes and relationships between members and departments of the organization responsible for the effectiveness of its activities. The solution to this problem is carried out in the process:

establishing a communication system for information exchange and professional interaction;

formation of norms of interpersonal communication and interaction, determination of the acceptable level of openness at work;

the formation of formal and informal groups, the definition of their groups, the definition of their boundaries, the establishment of entry and membership criteria;

establishing patterns of desirable and undesirable behavior;

distribution of statuses in the organization, establishment of rules for acquiring, maintaining and losing power.

The task of adapting an organization to the conditions of the external socio-economic environment regulates the functioning of the organization in conditions of external competition and existing socio-economic and political circumstances. The process of external adaptation is associated with the organization finding “its niche” in the market, achieving organizational goals in the constantly changing external conditions of interaction with the state, partners, competitors and consumers.

The classic algorithm for solving this problem is as follows:

determining the mission of the organization, choosing a strategy for fulfilling this mission;

establishing specific goals and objectives of the organization, achieving them, and acceptance by employees;

identification and formation of means and resources used to achieve set goals, development of an adequate corporate structure of functioning and management, optimization of the incentive system;

development of criteria for assessing the effectiveness of activities, individual and group results, creation of information infrastructure;

correction of activities using a system of rewards and punishments in accordance with the effectiveness of completing assigned tasks.

We can also conclude that corporate culture is based on those ideas, views, and fundamental values that are shared by members of the organization. They can be completely different, including depending on what lies at the core: the interests of the organization as a whole or the interests of its individual members. This is the core that determines everything else. .

The elements of the components of corporate culture include the following personal qualities: a positive reaction to people in power, a desire to compete, the ability to persuade, the desire to play the role of an informal leader, tolerance for routine administrative work. Corporate culture in an organization can be formed in four ways:

long-term practical activity.

activities of the manager or owner.

artificial formation of corporate culture by specialists of consulting firms,

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

So, corporate culture represents a large area of phenomena in the material and spiritual life of a team: the moral norms and values that dominate it, the accepted code of conduct and ingrained rituals, traditions that have been formed since the formation of the organization and are shared by the majority of its employees. An effective corporate culture is the most effective way to relieve a manager's workload. It, preferably with the participation of the team, sets the long-term goal of the organization’s existence, creates corporate standards that must be adhered to in order to effectively achieve this goal, and convinces the organization’s employees of the correctness of these goals and standards.

Bibliography

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Demin, D. Corporate culture - a means of brainwashing? / D. Demin // Personnel management. - 2008. - No. 6. - P.79 - 82.

Dobrolyubova V. Effective change in corporate culture // Banking technologies No. 1, 2002

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Zakharova T.I. Organizational behavior. Training and metodology complex. - M.: Publishing house. EAOI Center, 2008. - 330 p.

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Ivanov, M.A. Shusterman D.M. Organization as your tool. Russian mentality and business practice. / M.A. Ivanov, D.M. Shusterman. - M.: Alpina Publisher, 2003.

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Magura, M.I. Corporate culture as a means of successful implementation of organizational changes / M.I. Magura // Personnel management. - 2002. - No. 1. - P.24 - 29.

Milner, B.Z. Organization Theory: Textbook. - M.: INFRA-M, 2009 - 864 p.

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Rodin, O. Concept of the origin and essence of corporate culture / O. Rodin - M.: School of Business of Moscow State University, 2002 Sergeev A.M. Organizational behavior: textbook/. - M.: Publishing center "Academy", 2005. - 288 p.

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Shane E., Organizational culture and leadership - St. Petersburg: "Peter", 2002.

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The competent formation of a corporate culture promises the success of the company, and stupid and chaotic work in this direction is fraught with only a waste of energy and time. Unfortunately, not every entrepreneur and company owner understands how to properly implement it in their enterprise. We will tell you right now how to ensure that this tool fulfills its main goal - to unite the team, increase the productivity of employees, and influence the positive image of the brand.

is a union of fundamental principles and rules that will work to unite the team, increase the efficiency of everyone’s work and develop the brand and image.

The development of an organization's corporate culture undoubtedly has a positive effect on the prosperity of any modern organization.

The following factors influence the creation of a company’s corporate culture:

The image of a leader within an organization is the influence of the owner’s personality.
Direction of business or production.
Internal atmosphere in the team.
Requirements of the internal and external environment.
Stage of development of the organization.

In order for the company to improve externally, forming a competitive and strong brand, the owner must also take care of the internal image and loyalty of employees to the company.

Stages of creation and development:

Analysis of the mission, principles and standards of management of the organization that currently exist.
Based on the analysis, the company’s Corporate Code should be written.
Standardization of forms, methods, norms and tools of corporate work in a given organization, development of projects.
The gradual introduction of corporate values, missions into the life of personnel, the use of such techniques as holding joint events, congratulating birthday people and creating projects on.
Active implementation of agreed projects.
Receiving feedback from company employees.
Project adjustments and re-implementation, followed by analysis and an agreed event plan for six months to a year.

As for the analysis of the existing corporate culture, it should be carried out in the following areas:

Priority values of the organization.
Symbolism, branding.
Company traditions.
Rules of behavior during working hours.
Key employees of the organization are “heroes”.
Building a brand and working on its prosperity.

Methods for forming a corporate culture begin with the development of a Corporate Code. This document outlines all the key points that will become the basis (skeleton) for the development of the company’s corporate culture.

The Corporate Code sets out the key points on which the company’s corporate culture is subsequently built:

Mission and values.
Development strategy.
Specific directions of development.
Rules and principles of communication in business processes and corporate pastime.
Image branding, symbolism.
Traditions within the team.

The goal and positive result of painstaking work to create a corporate culture is, of course, the loyalty and sincere commitment of employees to the company’s brand, faith in its development and motivation to work towards achieving this goal.

Developing a corporate culture scheme for an enterprise is not a guarantee of success. It is very important to maintain and constantly “nourish” the internal environment with the necessary ingredients. The core values and work style should be evident at the stage of selecting company employees.

To achieve this goal, the following methods are used:

Branding in the company (branded stationery, clothing for employees, gifts for employees).
Corporate internal media.
Standards (dress code, congratulations, free food).
Personnel training (trainings, seminars).
Non-material motivation (competitions, competitions, encouragement of initiative, certificates, honor board).
Loyalty program for company employees (discounts, bonuses, social programs, privileges for the best employees).
Family programs.
Team building (sports, cultural events, joint charity, corporate events, which undoubtedly affects the strengthening of the team).

When forming a corporate culture at an industrial enterprise or in a trading company, the role of the leader’s personality and his participation in programs is very important. In addition, maximum attention should be paid to the psychological climate in the team and problems of interaction and communication among employees should not be ignored.

Corporate culture is playing an increasingly important role in the development of Russian companies. It is a truly powerful tool that allows you to achieve your goals together.

Having considered the problems of the organizational culture of Meru LLC, we can propose new methods for reorganizing the organizational culture, which will turn it into a powerful team of like-minded people, professionals working for the benefit of the common mission of Meru LLC to achieve its goals.

Let's consider the main measures for developing the organizational culture of an enterprise.

1. Material incentives for employees are not always an effective method of motivation, therefore moral incentives play a significant role in ensuring that staff are interested in the results of their work. To improve the motivation system at Meru LLC, it is necessary to establish a system for selecting personnel for the positions of managers, as well as chief and leading specialists. Create a unified system for selecting candidates through professional and psychological testing and, based on test results, select personnel for management positions on equal terms for all applicants. And also take into account the experience and skills, merits and awards acquired by Meru LLC employees, which will help them move up the career ladder.

Thanks to the improvement of the personnel selection system, employees of Meru LLC will have an incentive to achieve merit in their work, where the main motivator will be career advancement. And this means recognition and respect from colleagues and management, which will raise the employee in the eyes of other employees and encourage other employees to achieve similar success. In this case, both the ordinary employee and the management of Meru LLC will succeed, since this will increase efficiency, innovation of ideas, and the employee’s awareness that this organization was created just for him. Where he can realize himself as an individual, use his potential and thereby the inner satisfaction from working at Meru LLC.

2. A program for assessing employee performance and introducing an effective system of bonuses and financial assistance to employees. Every work must be appreciated. And any success is necessarily accompanied by bonuses or encouragement. For example, in departments where direct work with clients is carried out, it is possible to reward employees for a larger number of attracted clients, for example, per month. And the incentive for managers should be a certain percentage or bonus to the monthly salary. Here the result will depend on each employee, and Meru LLC receives benefits in the form of attracted clients, thereby this will also affect the final profit.

3. A program to increase motivation and reduce staff turnover by improving social security. In addition to compulsory health insurance for all employees, for distinguished employees, you can provide memberships to the gym, swimming pool, and a trip to a preventive sanatorium. It is also possible to organize outings for the children of employees, which will have a positive impact on the family relationships of the staff and, consequently, on the employees themselves.

4. The organization of leisure activities is very important for the formation of a corporate spirit and a cohesive work team, because only a close-knit team can lead the brainchild of its leader to the heights of success.

A team that is united and breathes a common spirit is capable of feats in work; it is not distracted by building relationships between colleagues - it works as a single mechanism. Therefore, it is necessary to ensure such a corporate spirit among all employees of the organization.

Corporate spirit and a cohesive work team begin with the environment within the company: with the culture of relationships between personnel at different levels and with management, with the respectful attitude of bosses towards their subordinates. To implement this program, it is necessary to create an informal environment in which all employees of Meru LLC will have a pleasant time.

To do this, it is necessary to regularly organize outings in a friendly atmosphere, for example: trips out of town, to picnics and to nature, which will help smooth out the professional barrier between ordinary employees and the management team of Meru LLC. This will provide an opportunity to get to know each other better, establish contact with colleagues, and, moreover, create an atmosphere of friendliness. During such meetings, you can organize team games that will help everyone feel like a necessary link in their team, teach them to work and achieve success together. All this is a big advantage of holding such events, and of course, inspired employees will be able to feel like they are in a family where they are loved and appreciated.

Therefore, the issue of holding corporate events must be approached thoughtfully and responsibly, since this is one of the effective methods of merging all employees of Meru LLC into one whole. This significantly raises the corporate spirit of employees and improves their teamwork for the benefit of achieving the common goals of the organization.

5. Support program for young professionals. Developing organizational culture, Meru LLC must support not only the initiative of its employees in implementing short-term and long-term projects aimed at strengthening the corporate spirit and creating an innovative approach to development, but also the desire of employees to train younger specialists and transfer knowledge and experience.

In order to unite young specialists, the management of Meru LLC can create a small unit consisting of “old” experienced employees who will help create favorable conditions for adaptation, professional and personal development, as well as organizing leisure activities for Meru LLC employees. Because in any society mutual assistance is important, helping new employees understand their importance and gradually go through the process of adaptation in the new organization.

The division for supporting young specialists will help prepare and assist in the implementation of proposals on various aspects of the professional activities of young specialists of Meru LLC, including improving motivation, improving working conditions, and the personnel policy of the management of Meru LLC in relation to young specialists. Because it is very important to show organizational support and help in the implementation of creative initiatives of new employees.

Since new specialists who have come to the new organization will feel constrained, both in communication and in actions, for initial support, involve them in participating in the organization of cultural events of Meru LLC, including in holding sporting events, organization of leisure and recreation for young specialists of Meru LLC.

Organizing and holding conferences, round tables and briefings for young specialists of Meru LLC will help you quickly adapt and get up to speed, as well as get acquainted with the culture of the company, which involves the climate, values, style, relationships in this organization. After all, each company has its own characteristics, its own rituals, forms of respect, manners of behavior in society, philosophy.

After all, the complete identification of an employee with the company means that he not only understands the ideals of the company, clearly follows the rules and norms of behavior in the organization, but also internally fully accepts corporate values. In this case, the cultural values of the organization become the individual values of the employee, occupying a strong place in the motivational structure of his behavior.

The implementation of such support for specialists will help in establishing relationships between colleagues. But we should not forget that in order to adapt existing, practice-tested corporate values, an employee must be flexible, hard-working, sociable, and, of course, must know and understand all the nuances and subtleties of forming an organizational culture in Meru LLC "

6. Program to support employee initiative. Since the most charismatic individuals make the greatest contribution to maintaining and developing organizational culture, the method of maintaining employee initiative is an integral part of improving organizational culture. And in this case, the initiative should in no case be punished, but vice versa.

Therefore, the management of Meru LLC should be more loyal to its subordinates, be able to listen to the opinions of other employees, and take note of the initiative. Training sessions for management personnel, as well as agitation for anti-bureaucratic management in the organization, can help with this. Because a company that is based on improving interpersonal relationships, raising the corporate spirit of employees, and developing corporate values. That is, an organization based on people, where all employees are not just colleagues, but members of a large and friendly family - there is no place for a strictly hierarchical management structure.

Such a program to support employee initiative will help create a powerful team of like-minded people breathing the same air, and also strengthen the existing organizational culture, the main goal of which is to help employees perform their duties in the organization more productively and receive greater satisfaction from it.

Program for the development of interpersonal relations between employees, administration and public organizations. The development of this program will help to establish relationships not only within the organization, but also outside it.

To implement this program, it is possible to organize a charitable foundation, Meru LLC, with the participation of all employees. These meetings should be held on the territory of charitable institutions to provide material and moral support to orphans, pensioners, and the disabled. Of course, supporting public organizations and providing charitable assistance to those in need will not only improve relationships, but will also give importance to each Meru LLC employee for others, and will also raise the authority of Meru LLC.

7. Program to reduce staff turnover. The implementation of previous programs will itself significantly reduce staff turnover. After all, an organization in which an employee feels needed, in which he is socially protected, where his opinion is taken into account and suggestions are listened to, where any initiative is welcomed and successes are encouraged, where a person can work with pleasure and where the company is one big force capable of achieving success thanks to joint and well-organized work. All this is a consequence of a good organizational culture, which in turn is the main strength of a successful organization today.

8. Corporate education and training. It is proposed to conduct the following training events aimed at creating an effective corporate culture of Meru LLC.

Training program: Corporate culture: building the company's competitive differences.

Audience: Heads of structural divisions of the company

Training format: 2 days (16 hours)

Training objectives: developing skills in managing corporate culture, developing diagnostic technologies, forming and maintaining corporate culture in a company/division aimed at increasing the company’s competitiveness.

Tasks:

1. Study the role of corporate culture in terms of employee motivation and its impact on business success.

2. Determine the influence of the values and views of the organization’s leader on corporate culture.

3. Study the influence of corporate culture at each stage of the company’s development, its role on staff motivation, and, as a result, on the interaction of employees with clients and partners.

4. Work on technologies for transmitting the company’s philosophy and values to line personnel.

5. Introduce the mechanisms and technologies for introducing and transforming internal culture, as well as the role and actions of leaders in these transformations.

Plan:

1. Presentation of participants. Overview of training principles

2. Exercise: Five tools for copying competitors: product, technology, technical and production strategy, marketing, culture and philosophy.

3. Theoretical block: The place of corporate culture in the structure and activities of the organization. Elements of corporate culture. Levels of corporate culture.

4. Express diagnostics of corporate culture.

5. Brainstorm: “Is it possible to change the culture (the attitude of employees towards work and towards each other)?”

6. Business game: “What has grown” in your structure? Analysis of the existing corporate culture, methods of its assessment and correction.

7. Exercise: “Artifacts from the life of a company.”

8. Theoretical block: Corporate values and ideology of the organization: what the team works for.

9. Case: How to turn a demoralized team into a team of like-minded people.

10. Theoretical block: The structure of corporate culture according to E. Shein. How corporate culture is created: main stages and procedures.

11. Game-discussion: “The stated mission and values of the corporate culture” (Are the company’s mission and values necessary: pros and cons).

12. Case: “Face and back” (compliance with the declared image of the organization and the existing corporate culture).

13. Theoretical block: Basic settings of corporate culture, the influence of corporate culture at different stages of company development.

14. Exercise: “Company Sculpture.”

15. Business game: Which corporate culture is right for your company: developing an optimal model.

16. Summing up the day.

1. Practical block: Methods for diagnosing corporate culture.

2. Theoretical block: Four types of cultures according to Quinn.

3. Business game: “Diagnostics of culture type.”

4. Practical block: Developing a plan for introducing new elements of corporate culture and displacing undesirable elements.

5. Theoretical block: Motivational system and non-material incentives as a means of introducing corporate culture. Types of employees according to McGregor.

6. Exercise: “Responsibility.”

7. Exercise: Developing a motivation project for one of the difficult but important employees of your company.

8. Practical block: Techniques for working with culture destroyers.

9. Mini-case: How to capture the fundamental elements of corporate culture.

10. Practical block: Internal PR: how to make corporate values and objectives popular among employees.

11. Business game: “Leader’s Steps.”

12. Completion of the seminar. Exchange of opinions and conclusions.

Training program: Formation and cohesion of a team

Audience: Meru LLC team

Training format: 1 day (6 hours)

Purpose of the training: Increasing the coherence of the team’s work due to the participants’ awareness of themselves as part of the team, the emergence of a clearer understanding of team goals and objectives and their role in achieving them, and strengthening trust in the partner.

Main themes:

Interpersonal interaction in a group. Personal distance, likes and preferences.

Factors of group cohesion.

Team approach to problem solving.

Group and individual creativity.

Corporate culture as a factor in increasing cohesion.

Additionally:

Situations that arose in the group or “provoked” during the learning process are analyzed;

The acquired constructive behavioral skills are interpreted and transferred to reality;

Awareness of habitual role behavior in the group and ways to increase its effectiveness is stimulated.

Working methods:

Work in micro groups on specific topics.

Video analysis method (at the request of the customer).

Role plays and group exercises.

Exercises to switch attention, change emotional mood, relieve psychological stress.

At the end of the training, it is planned to increase team cohesion and improve the quality of interaction in the group.

Training program: Corporate culture and communication skills

Corporate culture and communication is a whole system of cross-functional and personal connections of an organization. The proposed program is a training dedicated to the problems of business communication. The program examines technologies for effective communication in the process of implementing corporate projects at the levels: manager - subordinate, management team, cross-functional interaction, corporate professional communities, etc.

Audience: Meru LLC team

Training format: 3 days (36 hours)

Purpose of the training: Provide training participants with theoretical foundations and practical skills for effective communication.

Training objectives:

Teach training participants techniques for effective communication;

Develop communication skills;

Develop active listening skills;

To develop basic skills in achieving mutual understanding among training participants.

Main topics of the training:

General structure and algorithm of dialogue.

Techniques for establishing and maintaining contact.

Problem orientation techniques.

Techniques for attracting and maintaining attention.

Techniques for leveling tension in a conversation.

Types of verbal behavior.

Nonverbal communication.

Types of feedback and their properties.

Methods for constructing the final phase of dialogue.

Dialogue technique in terms of content.

The training widely uses active learning methods, including role-playing and action analysis, group discussions, case studies, etc.

Training program: Development of relationships in a team

Audience: Meru LLC team

Training format: 1 day (6 hours)

Purpose of the training: the fastest and most effective adaptation to any team and its changes; operational assessment of the team - its structure and internal relationships; determining your effective role in the team.

In the training program:

1. Case “Team structure”.

2. Case “Leader and roles in a team.”

3. Case “I’m the boss, you’re a fool.”

4. Determining your goal of communicating with this team.

5. Collective conflictology: pendulums, flywheels, water, pillows and hamsters.

6. Methods of motivation in a team.

7. Collective Cinderellas.

8. Social models of groups.

9. Outlook, team and professionalism.

10. Interest as a driving force.

11. Test “My role in the team.”

Result of the training: The ability to behave effectively and correctly (from the point of view of the purpose of being in a team) in any team, to resolve any difficult situations without harm to oneself.

Organizing and conducting trainings on forming the workforce of Meru LLC will require the entire cost: 103,000 rubles.

The action plan for the formation and implementation of corporate culture at Meru LLC will be as follows.

Table 3.1.

Corporate culture implementation plan for 2017

No.	Events on corporate culture objects	Document	Deadlines	Approximate costs, rub.
	Updating the onboarding system for new employees	Regulations	13.01.2017-24.01.2017	7 000,00
	Formation of a program to increase motivation and reduce staff turnover by improving social security	List of benefits and subsidies	25.01.2017-02.02.2017	3 000,00
	Corporate education and training	Updating the training regulations	02.02.2017-02.03.2017	103 000,00
	Corporate events	Corporate Events Plan	05.03.2017-12.03.2017	10 000,00
		Updating and enactment of the regulation	16.03.2017-23.03.2017	6 000, 00
	Formation of a program to reduce staff turnover	Updating the position	06.04.2017-13.04.2017	4 000, 00
	Formation of a program for assessing employee performance and implementation of an effective system of bonuses and financial assistance to employees	Updating the position	20.04.2017-11.05.2017	11 000,00
	Introduction of moral and material motivation	Updating motivator cards (including moral ones)	12.05.2017-02.06.2017	15 500,00
	Implementation of a program to support employee initiative	Updating the regulations	05.06.2017-22.06.2017	7 000, 00
Total	166 500,00

Thus, the program for creating the corporate culture of Meru LLC will take 7 months and the cost of its implementation will total 166,500 rubles. The developed action plan will allow the implementation of the corporate culture code within 3 years. This work must be constant, attentive and very correct.

FEDERAL AGENCY FOR EDUCATION

State educational institution

higher professional education

“Siberian State Aerospace University named after Academician M.F. Reshetnev"

Faculty International business

Accepted for defense

Head of the department

international business

Doctor of Economics, Professor Belyakova G.Ya.

(F.I.O., academic degree, academic title)

______________________

(signature)

EXPLANATORY NOTE

for final qualifying work

on the topic of:

group graduate student BMSh-42 Bulakh D. N.

(group) (full name) (signature)

supervisor

standard control Bondareva E. I.

(academic degree, academic title) (full name) (signature)

Krasnoyarsk 2008

I APPROVED

Department of International Business Head. Department Belyakova G.Ya.

"___"_______________2008

EXERCISE

for the preparation of final qualifying work

Development of measures to improve the internal corporate culture of the travel company “Tez Tour”

(name of the topic of the final work)

approved by university order dated _____________________ No.

1. Deadline for the student to submit the completed work 20.05.08

2. Initial data for work literary sources, statistical data

Introduction, 1. Theoretical and methodological aspects of the formation of corporate culture in a modern enterprise, 2. Corporate culture as a factor in the efficiency and stability of a tourism enterprise, 3. Development of organizational culture in the enterprise TEZ TOUR, Conclusion, List of sources used.

4. List of graphic material Number of tables - 4, number of figures - 3

5. Date of issue of the application

____________________________________________________

Supervisor________________________________________

(signature)

Accepted the task for execution______________________________

Student's signature____________________________________

Siberian State Aerospace University named after Academician M.F. Reshetnyova

Faculty International business

Department International business

Review

Scientific supervisor

for final qualifying work

Student(s) Bulakh D.N. well 4 group BMSH-42

Supervisor Doctor of Economics, Professor Belyakova G. Ya.

(F.I.O., academic degree and (or) academic title, position)

Subject Development of measures to improve the internal corporate culture of the travel company “Tez Tour”

Siberian State Aerospace University

Named after academician M.F. Reshetnyova

Institute of Management and Social Technologies

REVIEW - review

Work manager _______________________________________________

surname, initials, rank

about the student’s final qualifying work ____________________ group _______

surname, initials

______________________________________________________________________

faculty ____________________________________________________________

"_____"____________________ 200 g.

CALENDAR SCHEDULE

Perform qualifying work

(indicating deadlines and labor intensity of individual stages)

Introduction

1 Theoretical and methodological aspects of the formation of corporate culture in a modern enterprise ….............................................................................................................................. 7

1.1. General concepts and essence of corporate culture .................................................................. ........................................................ ............................................... 7

1.2. Types and types of corporate culture………………………………………………………6

1.3. Elements of corporate culture…………………………………………….6

Over the past few years, and less clearly over the past fifty years, issues of culture, and especially culture in large organizations, have increasingly attracted the attention of theorists and researchers. Indeed, we live in a time when thousands of people know what characterizes the cultural situation in an organization and like to speculate about it.

Viewing organizations as communities sharing a common understanding of their purpose, meaning and place, values and behavior has given rise to the concept of corporate culture.

In December 2004, the Association of Managers conducted a study aimed at identifying priority areas for the development of the management profession in 2004. Its results showed that one of the most key positions is occupied by the topic of corporate culture within the framework of strategic human resource management (Khrabrova, 2005).

However, the actual prioritization today, unfortunately, looks somewhat different. Despite recognition of its importance, corporate culture is most often perceived as a means of shaping the external image of the organization, rather than increasing the efficiency of business processes and company development.

“According to the Association of Managers, today only 25% of companies have special departments responsible for creating corporate culture and introducing innovations. But it is the corporate culture that promotes changes within the organization that is the basis for the development and competitiveness of any successful organization.”

In the “classical” sense, corporate culture is seen as a tool for the strategic development of a company through stimulating innovation and managing change. Corporate culture exists in any company - from the moment the organization appears and until the very end - regardless of whether a special service is created to work with it or not. Proper management of corporate culture has the most positive impact on the company’s business. In particular, it allows you to reduce costs, not only on personnel selection, but also, for example, on external PR: employees who convey the company’s philosophy to the outside world remove some of the functions from the department dealing with the organization’s PR policy. A company with a well-developed corporate culture enjoys great authority in the market and is attractive both to potential employees and to business partners and shareholders (Persikova, 2001).

In practice, human resource management specialists interpret the concept of corporate culture differently. One of its competent definitions is: “corporate culture is a system of values and management methods.” The first part of the definition refers to the intangible assets of the organization, and the second - to specific mechanisms. These two, at first glance, opposite aspects of the concept lead to its ambiguous interpretation.

And yet, what is corporate culture? There are many definitions of culture. We intuitively feel that concepts such as “personality” or “communication” are approaching something very important in the definition of culture, but this “something” is so vague that its definition is as numerous as pictures in a kaleidoscope. And the more definitions of culture, the more freely each new author comes up with his own version.

For example, according to Barry Fegan, corporate culture is the ideas, interests and values shared by a group. This includes the experiences, skills, traditions, communication and decision-making processes, myths, fears, hopes, aspirations and expectations actually experienced by employees. Company culture is how people feel about a job well done, as well as what allows equipment and staff to work harmoniously together. It's the glue that holds, it's the oil that softens... This is why people do different jobs within a company. This is how some parts of the company see other parts of the company, and what forms of behavior each of the divisions chooses for itself as a result of this vision. She manifests herself openly in jokes and caricatures on the walls, or she keeps herself locked up and declares herself only one of her own. This is something that everyone knows about, with the possible exception of the manager. This definition, I must admit, due to its brightness and symbolism, appeals to me most of all. However, there are more rigorous and formal explanations for this phenomenon (Jewell Linda, 2001).

A. N. Zankovsky defines corporate culture as follows: “Corporate culture is acquired semantic systems, transmitted through natural language and other symbolic means, which perform representative, directive and affective functions and are capable of creating a cultural space and a special sense of reality.”

T.Yu. Bazarov – like this: “Culture is a complex set of assumptions accepted without evidence by all members of a particular organization, and which sets the general framework of behavior accepted by most of the organization. It manifests itself in the philosophy and ideology of management, value orientations, beliefs, expectations, and norms of behavior. Regulates human behavior and makes it possible to predict his behavior in critical situations.”

Everyone is free to choose the definition of corporate culture that is most pleasant for him, however, it is clear that the general meaning of what has been said is identical in all definitions - culture represents a large area of phenomena in the material and spiritual life of a team: the moral norms and values that dominate it, the accepted code of conduct and ingrained rituals and traditions that have been formed since the formation of the organization and are shared by the majority of employees.

By acquiring individual and personal experience, employees form, preserve and change their semantic systems, which reflect their relationships to various phenomena - the organization’s mission, planning, motivational policy, productivity, quality of work, etc. Such coordinate systems are not obvious and rarely completely coincide with declared goals, but very often they determine behavior to a greater extent than formal requirements and rules. What a manager, or any member of an organization, does is largely a function of the totality of his beliefs about the world around him. In extreme cases, these frames of reference work against organizational goals and, by expanding or limiting the range of behavioral and cognitive capabilities of workers, reduce the effectiveness of collective activity.

Corporate culture is focused on the internal environment and is manifested primarily and mainly in the organizational behavior of employees. This should include the stability, efficiency and reliability of intrasystem organizational relationships; discipline and culture of their implementation; dynamism and adaptability to innovations in the organization; a generally accepted (at all levels) management style based on cooperation; active processes of positive self-organization and much more, which is manifested in the corporate behavior of employees in accordance with accepted norms and recognized values that unite the interests of individuals, groups and the organization as a whole (Cole, 2002).

It is easy to see the close connection between the culture of an organization and corporate culture. The first is impossible without the second. The corporate culture of an enterprise is designed to ensure adaptive behavior of the organization in the external environment. It helps an enterprise survive, win the competition, conquer new markets and develop successfully. But at the same time, its basis is internal consolidation, interaction and mutual coordination, based on a clear division of labor, responsibility and coordination of interests. The corporate culture of an enterprise is determined by the formula: common values - mutually beneficial relationships and cooperation - conscientious organizational behavior. Just as culture in general is based on generally accepted values and generally accepted norms (rules) of behavior, so corporate culture in an enterprise is formed on the basis of recognized values and accepted norms of behavior in a given team and a given organization.

Corporate culture, by definition, cannot be designed and implemented. It cannot even be borrowed. Only some structures and mechanisms of connections reflected in organizational projects can be borrowed. Transplanting an image of corporate behavior from one soil to another, as a rule, is unsuccessful. Each team is unique: gender and age composition, professional and qualification structure of personnel, industry, geographic specifics, etc. - all this leaves its mark. The history of the formation of the enterprise, the formation of the team itself and the established traditions are of great importance. At some enterprises, the so-called credo of the company is proclaimed as the basis for the formation of a special culture of corporate behavior and the education of personnel in this spirit (Zankovsky, 2000).

“People are the bearers of corporate culture. However, in organizations with an established culture, it seems to be separated from people and becomes an attribute of the organization, a part of it that has an active influence on employees, modifying their behavior in accordance with the norms and values that form its basis. Management uses this culture to attract certain types of employees and to encourage certain types of behavior. The culture and image of a company are reinforced or weakened by the company’s reputation.”

Thus, corporate culture sets a certain frame of reference that explains why the organization functions in this particular way and not in another way. It makes it possible to significantly smooth out the problem of reconciling individual goals with the overall goal of the organization, forming a common cultural space that includes values, norms and behavioral models shared by all employees.

Corporate culture arises in any structured group of people. Moreover, it becomes more powerful the longer this structure exists.

Typically, corporate culture arises spontaneously, “from below”, and is passed on “by word of mouth”, with the help of personal example and oral instructions from old-timers. The most charismatic individuals make the greatest contribution. It is the habits and rules of behavior that other employees begin to copy, albeit unconsciously.

Naturally, if the organization is headed by a strong, charismatic leader, then he will have the main influence on the formation of the corporate culture. And the corporate culture will begin to work for its creator.

However, without clear “scientific” management of this process, without creating “anchors” of the corporate code, without the conscious use of elements of corporate culture in advertising and PR materials, the main goal cannot be achieved, namely, the self-maintenance and self-development of the organization.

Some managers view their corporate culture as a powerful strategic tool to orient all departments and individuals toward common goals, mobilize employee initiative, ensure loyalty, and facilitate communication (Dostanko, 2001).

An organization's specific cultural values may relate to the following issues:

The purpose of the organization and its “face” (highest quality, leadership in its industry, spirit of innovation);

Seniority and authority (the powers inherent in a position or person, respect for seniority and authority);

The importance of various leadership positions and functions (the authority of the HR department, the importance of the positions of various vice presidents, the roles of various departments);

Treatment of people (caring for people and their needs, respect for individual rights, training and development opportunities, fairness in pay, motivating people);

The role of women in management and other positions;

Selection criteria for management and supervisory positions;

Work organization and discipline;

Decision-making processes (who makes decisions, who is consulted);

Dissemination and exchange of information (employees are well or poorly informed);

Nature of contacts (preference for personal or written contacts, possibility of contacts with senior management);

The nature of socialization (who communicates with whom during and after work, special conditions, such as a separate dining room, etc.);

Ways to resolve conflicts (desire to avoid conflict or compromise, participation of senior management);

Evaluation of work effectiveness (secret or open, by whom it is carried out, how the results are used);

Identification with the organization (loyalty and integrity, spirit of unity, pleasure from working in the organization) (Spivak, 2001).

“Culture of power” - in this culture of the organization, a special role is played by the leader, his personal qualities and abilities. As a source of power, a prominent place belongs to the resources at the disposal of a particular leader. Organizations with this kind of culture tend to have a rigid hierarchical structure. Recruitment and promotion up the hierarchical ladder are often carried out according to the criteria of personal loyalty. An example of power cultures can often be found in small business organizations, in companies involved in property, trade, and finance. This structure is best imagined as a web. It depends on a central source of power, power comes from the center and spreads in the form of central waves. Control is carried out centrally through persons selected for this purpose, taking into account certain rules and techniques, and a small amount of bureaucracy. Problems are resolved largely on a balance of influences rather than on a procedural or partially logical basis. Organizations with this type of culture can respond quickly to events, but are heavily dependent on decision-making by people at the center. They will seek to attract people who are politically inclined, power-oriented, risk takers, and those who do not value security highly. Resource power is the basis of power in this culture, with some elements of personal power at the center. Size is a problem for power cultures: it is difficult to connect too many activities and still maintain control. Such organizations succeed in creating organizations with a greater degree of independence while maintaining control over finances.

To get along well with the culture of power, an employee must be power-oriented, interested in politics, and not afraid to take risks in unsafe situations. He must be confident in himself, and not in other team members, result-oriented, and be “thick-skinned” enough to withstand tough competition.

“Role culture” is characterized by a strict functional distribution of roles and specialization of areas. This type of organization operates on the basis of a system of rules, procedures and performance standards, compliance with which must guarantee its effectiveness. The main source of power is not personal qualities, but the position occupied in the hierarchical structure. Such an organization is able to operate successfully in a stable environment. The epitome of role culture is the classical, strictly planned organization (better known as bureaucracy), which can be thought of as a temple. This type of organization is characterized by strict functional and specialized areas, such as the financial department and the trading department (its columns), which are coordinated by a narrow chain of command from above. The degree of formalization and standardization is high; The activities of functional areas and their interaction are regulated according to certain rules and procedures that determine the division of work and power, methods of communication and resolution of conflicts between functional areas. In a role culture, the main source of power is the power of position. Individuals are selected to fill the role, individual strength is frowned upon, and specialist strength is valued only in its proper place. Influence is governed by rules and procedures. The effectiveness of this culture depends on the rational distribution of work and responsibility, not on individuals. This type of organization is most likely to operate successfully in a stable environment, with a stable market that is predictable and controllable, and where the product life is long. Conversely, role culture adapts poorly to changes, poorly “realizes” the need for changes and reacts slowly to them. Role organization is found where production stability is more important than flexibility, or where technical competence and depth of specialization are more important than new product introduction or maintenance costs.

Role culture gives an individual employee security and the opportunity to become a competent specialist; Performance within certain limits is rewarded with an appropriate pay scale and possibly promotion within the functional area. But this culture is destructive for ambitious, power-oriented individuals who want to control their work, for those who are more interested in results than methods. Such individuals will only be satisfied by being in a group of senior managers. A role culture would seem to suit managers who like security and predictability, who want to achieve goals by fulfilling a role rather than by making outstanding personal contributions, and by those who are interested in being able to skillfully apply a given methodology rather than the final outcome.

“Task culture” - this type of culture is focused, first of all, on solving problems and implementing projects. The effectiveness of organizations with such a culture is largely determined by the high professionalism of employees and the cooperative group effect. Greater power in such organizations belongs to those who are currently experts in the leading field of activity and who have the maximum amount of information. This culture is effective in cases where the situational requirements of the market are decisive in the activities of the organization. This culture is project- or job-oriented, and its structure is best thought of as a grid, some threads thicker and stronger than others, with power and influence located at the intersections of the grid, at the nodes. An organization with a "matrix structure" is one example of a task culture. The emphasis in this culture is on completing work quickly. An organization with such a culture tries to connect the right resources and the right employees at the right level and enable them to complete the job well. Task culture depends on the team's ability to improve performance and integrate the employee's personal goals with the goals of the organization. It is a team culture where team performance is more important than individual goals, position and style differences. Influence is based more on the strength of the expert, specialist, and not on the strength or position of the individual. Influence here is more widespread than in other types of corporate cultures.

Groups, project teams or special commissions are created for specific purposes and can be reorganized, disbanded or abandoned. The organization can react quickly because each group ideally contains all the necessary elements to make decisions. Individuals find the culture to be characterized by a high degree of autonomy, performance-based evaluation of work, and easy working relationships within the group, with mutual respect based on ability rather than age or position. Therefore, a task culture is suitable where the life of a product is short-lived and where speed of response is important. These advantages are countered by the difficulties of managing a large, mobile organization, the difficulties associated with creating a rational structure, and the difficulties of achieving professionalism. Management in these organizations is difficult. Primary control remains with senior management, who allocates projects, people and resources, and maintains little day-to-day control over the work without violating cultural norms. This works well in favorable conditions and when resources are available to everyone who needs them. However, if they are less available, senior management begins to feel the need to control work and results, and group leaders may begin to compete for these resources using political influence. Group morale drops, work becomes less satisfying, and employees begin to act in their own self-interest. This makes it necessary to establish certain operating rules and procedures. The manager is forced to use work execution. Thus, a task culture has a tendency to shift to a role or power culture when resources are limited or the enterprise is performing poorly.

Most managers, certainly at middle or lower levels, would prefer to work in an organization with a task culture that emphasizes teams, specialist capabilities, performance-based rewards, and the integration of personal and group goals. This fits well with modern trends towards change and adaptation, individual freedom and low status differences, but this culture will not suit all situations. A manager in such a culture must be flexible and confident when dealing with unstable and possibly short-term work. He or she must be willing to be evaluated on results and must feel at home coordinating the work of colleagues, each of whom may be more competent than the manager in particular aspects of the task. Everyone in the group can expect control over their activities. It is assumed that this type of culture is preferred by most middle managers.

“Culture of personality” - an organization with this type of culture unites people not to solve some problems, but so that they can achieve their own goals. Power is based on proximity to resources, professionalism, and the ability to negotiate. Power and control are coordinating in nature. This type of culture is unusual. It is not found everywhere, however, many individuals adhere to some of its principles. In this culture, the individual is at the center; if there is some structure and organization, it exists only to serve and help the individuals in this organization, to facilitate the fulfillment of their own interests without any purpose. This culture is best thought of as a swarm of bees or a “galaxy of stars.” Obviously, few organizations can exist with this type of culture, since organizations tend to have some corporate goals that rise above the personal goals of the organization's members. Moreover, for this culture, control or even a hierarchy of management is impossible except by mutual consent. The organization is subordinate to the individual and owes its existence to this individual. An individual may leave that organization, but the organization rarely has the power to “evict” the individual. Influence is distributed equally, and the basis of power, if necessary, is usually the power of a specialist: a person does what he knows how to do well, so they listen to him.

Law firms, architects' unions and small consulting firms are often "personal" oriented. A cooperative may strive for a culture of personality in organizational form, but as it develops, it, at best, comes to a task culture, but much more often to a role culture or a culture of power. Although organizations with personality cultures are rare, it is common to encounter self-interested individuals who fit this type of culture but work in more typical organizations (consultants in hospitals, architects in local councils). They have little loyalty to their organization and view it as a place to do their own business with some benefit to the employer. Such individuals are not easy to manage. Being a specialist, it is easy for them to find another job; the power of position, not backed by the power of resources, does not work. These individuals do not recognize the power of experts and do not submit to coercive power. All that remains is the power of personality, but such people are generally difficult to influence. In addition, they are usually not influenced by group norms and relationships with colleagues, which could moderate their personal ambitions.

Perhaps no manager would be happy working in an organization with a personality culture. These "personalities" would seem to be literally uncontrollable, but even in a personality culture people need means to achieve their goals, and the individual who controls access to those means can exert some pressure and insistence on being supervised for the use of those resources.

But it must be emphasized once again that two or more of these cultures can exist in one organization along with subcultures, all of which complicate the life of the organization and are sources of anxiety, joy, disappointment and opportunity for those who work there.

We live in an age of ever-increasing pressure from outside - the pressure of a global socio-economic, political and economic crisis, and from within - the pressure of a spiritual crisis. Both have an impact on the life of the organization. In those of them where life has entered a period of crisis, culture is fragmented and largely discredited; it can no longer serve as a reliable connection between people who need to think and act together.

A survey of employees of various commercial banks, trading and consulting firms showed that the top management of these organizations sees corporate spirit as the source of the company's well-being.

Among other things, dominant cultures and subcultures can be distinguished in organizations.

The dominant culture expresses the basic (central) values that are accepted by the majority of members of the organization. It is a macro approach to culture that expresses the distinctive characteristic of an organization.

Subcultures develop in large organizations and reflect common problems, situations faced by employees, or experiences in resolving them. They develop geographically or in separate units, vertically or horizontally. When one manufacturing division of a conglomerate has a unique culture that is different from other divisions of the organization, then a vertical subculture exists. When a specific department of functional specialists (such as accounting or sales) has a set of generally accepted concepts, a horizontal subculture is formed. Any group in an organization can create a subculture, but most subcultures are defined by departmental structure or geographic division. It will include the core values of the dominant culture plus additional values unique to members of that department (Slobodsky, 2003).

Figure 1 - Division of corporate culture into subcultures

It is obvious that different subcultures will influence each other and the overall corporate culture as a whole, determining its characteristics.

Figure 2 - The influence of subcultures on the corporate culture of an enterprise

Strong and weak culture. It is necessary to distinguish between strong and weak culture. A strong culture is characterized by main (core) values

organizations that are intensively supported, clearly defined and widely distributed. The more members of an organization who share these core values, recognize their importance, and are committed to them, the stronger the culture.

Young organizations or organizations characterized by constant rotation of opinions (concepts) among their members have a weak culture. Members of such organizations do not have sufficient shared experience to form generally accepted values. However, not all mature organizations with a stable workforce are characterized by a strong culture: the core values of the organization must be constantly maintained (Belokopytov, 1994).

Currently, it has become traditional to distinguish three levels of corporate culture:

1) superficial (symbolic) level - this is everything that a person can see and touch: corporate symbols, logo, company calendars, company flag, company anthem, special architecture of the building, etc. Also included in the symbolic level are myths, legends and stories related to the founding of the company, the activities of its managers and outstanding employees. Such legends and stories are usually passed down orally. At this level, things and phenomena are easy to detect, but they cannot always be deciphered and interpreted in terms of corporate culture.

2) subsurface level - unites values and norms that are consciously recorded in the documents of the organization and are intended to be guiding in the daily activities of the organization's members. A typical example of such a value is the attitude “the customer is always right,” in contrast to the attitude of the primacy of the manufacturer in the Soviet period. In particular, the continued existence of the old value of the primacy of the producer still prevents the effective operation of many organizations and sectors of the economy. At this level, the values and beliefs shared by members of the organization are examined in accordance with the extent to which these values are reflected in symbols and language. The perception of values and beliefs is conscious and depends on the desires of people. Researchers often limit themselves to this level because the next level poses almost insurmountable difficulties.

3) basic (deep) level - basic assumptions that arise among members of the organization on the basis of personal patterns, reinforced or changed by the successful experience of joint actions and in most cases unconscious, some “air” of corporate culture, which is odorless and tasteless, which everyone breathes, but in the normal state they do not notice. These basic assumptions are difficult for even members of the organization to grasp without specifically focusing on the issue. These implicit and taken-for-granted assumptions guide people's behavior by helping them perceive the attributes that characterize the corporate culture (Armstrong, 1998).

Some researchers propose a more detailed structure of corporate culture, highlighting its following components:

Worldview - ideas about the surrounding world, the nature of man and society, guiding the behavior of members of the organization and determining the nature of their relationships with other employees, clients, competitors, etc. Worldview is closely related to the characteristics of the socialization of the individual, his ethnic culture and religious beliefs. Significant differences in the worldviews of workers seriously complicate their cooperation. In this case, there is scope for significant intra-organizational contradictions and conflicts. At the same time, it is very important to understand that it is very difficult to radically change people’s worldviews, and significant efforts are required to achieve some mutual understanding and acceptance of the positions of people with different worldviews. An individual's worldview is difficult to express in clear verbal formulations, and not everyone is able to explain the basic principles underlying his behavior. And to understand someone’s worldview, it sometimes takes a lot of effort and time to help a person explicate the basic coordinates of his vision of the world.

Corporate values, i.e. objects and phenomena of organizational life that are essential and significant for the spiritual life of employees. Values act as a link between the culture of the organization and the spiritual world of the individual, between corporate and individual existence. Personal values are reflected in consciousness in the form of value orientations, which also include a wide range of social values recognized by the individual, but not always accepted by him as his own goals and principles. Therefore, it is possible both an incomplete, inadequate reflection of personal values in consciousness, and an orientation in terms of consciousness towards values that are not real motives of behavior. “Values can be maintained even if the organization has undergone significant personnel changes. At the same time, a certain change in values can be carried out, which will affect the behavior of members of the organization. Corporate values are closely related to organizational mythology, expressed in a system of stories, myths and even anecdotes, which contain some respectable characteristic of any member of the organization that distinguishes him from many others.

Behavioral styles that characterize employees of a particular organization. This also includes specific rituals and ceremonies, the language used in communication, as well as symbols that have special meaning specifically for members of a given organization. An important element may be a character who has characteristics that are highly valuable to a given culture and serves as a role model of behavior for employees. Employee behavior is successfully corrected by various trainings and control measures, but only if new patterns of behavior do not conflict with the above-described components of corporate culture.

Norms are a set of formal and informal requirements imposed by an organization in relation to its employees. They can be universal and particular, imperative and indicative, and are aimed at maintaining and developing the structure and functions of the organization. Norms include the so-called rules of the game, which a newcomer must master in the process of becoming a member of the organization.

The psychological climate in an organization that a person encounters when interacting with its employees. Psychological climate is the prevailing and relatively stable spiritual atmosphere that determines the relationships of team members to each other and to work.

None of these components individually can be identified with the culture of an organization. However, taken together they can provide a fairly comprehensive picture of a company's culture. Many components of culture are difficult to detect by an outsider. You can spend several weeks in an organization and still not understand the fundamental principles of culture that govern people's actions. Each employee, coming to the organization, goes through a certain procedure of organizational socialization, during which month after month he comprehends all the smallest nuances that together form the corporate culture.

There are many approaches to analyzing the content of a particular corporate culture. F. Harris and R. Moran proposed to identify ten substantive characteristics inherent in any corporate culture:

Awareness of oneself and one’s place in the organization (in some cultures, restraint and concealment of the employee’s internal moods and problems are valued, in others openness, emotional support and external manifestation of one’s experiences are encouraged; in some cases, creativity is manifested through cooperation, and in others through individualism );

Communication system and language of communication (the use of oral, written, non-verbal communication, “telephone rights” and openness of communication varies from organization to organization; professional jargon, abbreviations, sign language are specific to organizations of various industry, functional and territorial affiliations of organizations);

Appearance, clothing and presentation of oneself at work (variety of uniforms, business styles, standards for the use of cosmetics, perfumes, deodorants, etc.), indicating the existence of many microcultures;

Habits and traditions associated with the intake and assortment of food: how food is organized for employees in the organization, including the presence or absence of canteens and buffets; participation of the organization in paying food costs; frequency and duration of meals; shared or separate meals for employees with different organizational status, etc.;

Awareness of time, attitude towards it and its use: perception of time as the most important resource or a waste of time, compliance with or constant violation of the time parameters of organizational activities;

Relationships between people: the influence on interpersonal relationships of such characteristics as age, gender, nationality, status, amount of power, education, experience, knowledge. Compliance with formal etiquette or protocol requirements; the degree of formalization of relations, support received, accepted forms of conflict resolution;

Values and norms are the first set of ideas about what is good and what is bad; the second is a set of assumptions and expectations regarding a certain type of behavior;

Worldview: faith or lack of faith in justice, success, one’s own strengths, leadership; attitude towards mutual assistance, ethical or unworthy behavior, conviction in the punishability of evil and the triumph of good, etc.;

Development and self-realization of the employee: thoughtless or conscious performance of work; reliance on intellect or strength; free or limited circulation of information in the organization; recognition or rejection of the rationality of people's consciousness and behavior; creative environment or rigid routine; recognition of man's limitations or emphasis on his potential for growth;

Work ethic and motivation: treating work as a value or duty; responsibility or indifference to the results of one’s work; attitude towards your workplace. Qualitative characteristics of work activity (quality of working life); good and bad habits at work; a fair relationship between the employee's contribution and his remuneration; planning an employee’s professional career in an organization.

These characteristics of an organization's culture collectively reflect and give meaning to the concept of corporate culture. The content of corporate culture is determined not by the simple sum of expectations and the actual state of affairs for each characteristic, but by how they are interconnected and how they form the profiles of certain cultures. A distinctive feature of a particular culture is the priority of the basic characteristics that form it, indicating which principles should prevail in the event of a conflict between its different components. In this context, there is no need to talk about corporate culture as a homogeneous phenomenon. Any organization potentially contains many subcultures. In fact, any of these subcultures can become dominant, that is, the corporate culture itself, if it is purposefully supported and used by organizational authorities as a tool for consolidating individual goals in the direction of a common organizational goal.

There may also be a type of subculture in an organization that quite stubbornly rejects what the organization as a whole wants to achieve. Among these corporate countercultures, the following types can be distinguished:

Direct opposition to the values of the dominant corporate culture;

Opposition to the power structure within the dominant culture of the organization;

Opposition to patterns of relationships and interactions supported by the dominant culture (Vikhansky, 2005).

Countercultures usually appear in organizations when individuals or groups find themselves in conditions that they feel cannot provide them with the usual or desired satisfaction of needs. In a sense, corporate countercultures are expressions of dissatisfaction with the way organizational power allocates organizational resources. This situation occurs especially often during periods of organizational crises or reorganization. Under these conditions, some “countercultural” groups can become quite influential or even dominant.

2 Corporate culture as a factor in the efficiency and stability of a tourism enterprise

2.1 Organizational and economic characteristics of the enterprise

International tourism operator TEZTOUR Company LLC. The head office is located in Turkey, Guzeloba Mah. Tesisler Cad. No.^ 73 Lara –ANTALYA, phone +902423105700, e-mail: [email protected].

Profile - mass tourism. Working professionally with large flows of tourists and having a good understanding of the situation in the tourism market, TEZTOUR selects reliable airlines and the best hotels and is able to offer ample opportunities for tourists to relax, organize trips to a seminar or conference for corporate clients, organize children's holidays, VIP tours.

The history of the TEZTOUR company began back in 1993, when several friends and companions from Russia came to Turkey for the first time to relax. After a few days of rest, they began to think about building a nice hotel there. The first hotel was built much later, but the TEZTOUR Company was founded in 1994 in Antalya as a joint Russian-Turkish venture.

From the first day of its creation, the Company pursued a planned and thoughtful policy of investment in the tourism business. The rational thinking of the Company’s founders and research activities for further business development were an important factor in the formation of the company’s policy under the slogan “to provide the maximum number of people with holidays abroad.”

Already in 1995, the Company entered the tourism market, providing holidays in Turkey to 6,500 guests. In just 4 years, the number of tourists going on holiday to Turkey with TEZTOUR has grown more than 10 times. Egypt was chosen as the second destination after Turkey in 1999. The methods used in the development of tourism in Turkey were successfully applied in Egypt, which made it possible to increase the flow of tourists to this country several times in two years. In 2001, TEZTOUR sent its first tourists to Thailand. In the fall of 2003, tourists were offered an alternative - the Canary Islands, and in 2004 - mainland Spain, i.e. resorts such as CostaBrava, CostaDorada, etc. At the end of 2004, the first tourists vacationed in Cuba and the Dominican Republic. In 2007, destinations such as the Maldives and Sri Lanka opened. In 2008 – Russia, UAE. In 2008, TEZTOUR entered a new direction - Greece. The company plans to offer customers the most popular hotels on the islands of Crete, Rhodes, Corfu and Kos. An office will be opened in Greece, as in other countries.

In parallel with the development of new directions, new offices are opened in Russia in the former CIS countries - in 2001 an office was opened in St. Petersburg, in 2002 - in Riga, in 2003 - in Kiev and Vilnius, in 2004 - in Yekaterinburg, Chelyabinsk, Kharkov. In 2005, Bulgaria also began sending tourists through TEZTOUR, and an office was opened in its capital, Sofia. In March 2006, an office was opened in the capital of Belarus, Minsk, and in 2007 in the capital of Romania, Bucharest, Ufa, Tyumen, Samara, Surgut, Rostov-on-Don, Perm, Odessa, Almaty. The increase in the number of sending offices has allowed a large number of tourists to vacation with TEZTOUR and fly directly from their cities of residence.

Receiving and sending company offices. TEZTOUR has opened its own offices in Turkey. The company's clients are served by more than a thousand employees. They all make sure that tourists’ vacation is as comfortable as possible.

TEZTOUR's own offices are also open in all countries with which the company works. This allows you to be close to the client 24 hours a day.

In December 2007, a new office was opened in Sharm el-Sheikh.

All company offices are equipped with the latest technology, which allows us to provide even better service to all our clients.

In sending offices, the main activities are: aircraft rental, work with clients, advertising and coordination of agency work.

Table 2.1 - Sending offices

The main focus of the work of receiving offices is concluding contracts with hotels, organizing and selling excursions, resolving all kinds of requests and problems of tourists on vacation.

Table 2.2 - Receiving offices

Hotels. TEZTOUR also has a hotel business.

In May 2004, the first own hotel “AmaraBeachResort” was opened, and already in 2005 it ranks first in TURKEY in terms of service quality (the survey was conducted on behalf of TUI).

In May 2005, the first class club hotel “AmaraClubMarine” (Kemer, Beldibi village) joined the Amara chain. In the same year, the company became a shareholder of another hotel, “AmaraWingResort” (Kemer). And in the 2006 season, the new hotel “AmaraDolceVita” (Kemer, Tekirova village) opened its doors.

This year, as a result of a successful contractual policy, TEZTOUR received the exclusive right to sell in 70% of the most popular hotels on the Russian market. These include hotels of the CLUBALIBEY, CLUBVOYAGE, PALOMA chains (including PALOMAGRIDAVILLAGE, PALOMARENAISSANCE), hotels MAJESTYMIRAGEPARKRESORT, TITANIKBEACH & RESORT, RixosHotelBeldibi and several other hotel chains.

TEZTOUR offers fully satisfy current trends in the growing demand for 5* deluxe hotels. The AMARADOLCEVITA hotels, one of the hotels of the AMARAWORLD hotel chain belonging to TEZTOUR, belong to this category.

Another hotel of the amaraWORLD chain, AMARABEACHSIDE, received the TUIHolly 2007 award from the tourism concern.

Technologies. The company actively uses the achievements of modern computer technologies in its work. Manufacturability is one of the important criteria that helped us take a leading position in the Russian tourism market and continues to successfully maintain it to this day.

By this season, almost all hotels with which TEZTOUR works have implemented the HotelReservationNetwork reservation system. When booking with an agency, the application is sent directly to the hotel, and the client receives confirmation within a few minutes; such a system has no analogues in Russia or Turkey.

Transport. All TEZTOUR buses are equipped with GPS, and in the central office there are screens with a map that tracks the movement of all buses. This system helps optimize the bus route and thereby save customers from waiting.

TEZTOUR company has its own tourist buses, but also works closely with the SENA transport company in Turkey. Also in 2008, another innovation was introduced: if the bus exceeds the speed limit of 80 km/h, the computer receives a signal, after which an employee on duty around the clock will immediately take action - call the driver or guide of this bus.

Tourist profile of TEZTOUR company. If we consider TEZTOUR tourists, and by gender composition - 46.6% of them are men, 53.4% are women.

According to the age:

0-12 years – 16%,

21-35 – 35,3%,

over 60 years old – 2.5%.

20% of tourists prefer to vacation with families, 80% prefer to vacation without children. Tourists who come on vacation with TEZTOUR once, usually give preference to this company the second time. Many tourists go on vacation with our company 1-3 times in 1-3 years. 73.5% of clients travel with TEZTOUR 1-2 times a year, 26.5% - 3 or more times a year.

Most of our guests stay in five-star hotels. And the sample looks like this: 5* and 1st class club hotels - 46.5%, 4* - 43%,

3* - 17%, 2*- 2,5 %.

Partners and transportation. The company cooperates with more than 6,000 travel agencies in Russia, Ukraine, Belarus and the Baltic countries.

Mutually beneficial agreements have been concluded with leading hotel chains: Mariott, Sheraton, Le Meridien, Sol Melia, Princess, etc. Particular attention is paid to monitoring the quality of services at all stages.

TEZTOUR works only with trusted partners. Air transportation is carried out by the largest Russian airlines with a modern fleet. Among them are Aeroflot, Transaero, Krasair, Atlant-Soyuz, etc. For example, Aeroflot has exclusive rights to sell tickets for this company. For flights, Boeing-737, Boeing-767, IL-86, TU-154M aircraft are used. During the winter season, about 50 planes fly weekly from different regions. In summer, the number of flights almost doubles. In addition, additional flights are organized in May, November and on New Year's Day.

Flights operate every day from all capital airports. For the convenience of clients, programs have been developed to Antalya, Bodrum and Dalaman, and in 2008 the Izmir program was added to make it more convenient to get to the resort of Kusadasi.

Excursions. Most clients make one, and many several, excursions during their vacation. The most popular thermal resorts are Pammukkale, where streams with thermal mineral water flow down a snow-white plateau and a yacht excursion along the coast with swimming in the bay and the open sea. In 2008, excursions are offered not only by bus, but also by air to Israel, Cyprus and Istanbul. All VIP clients are issued cards with telephone numbers. In case of any problem, the VIP service provides for an immediate dispatch of an employee to the site.

Education. Every year, seminars and trainings are held for guides and transfermen on the territory of the best 5 star hotels in Turkey. The company spares no expense on training its staff.

“The main principle is to grow personnel within the company.”

Seminars are regularly held for agency managers in all areas of the company, which helps them better navigate sales and work with TEZTOUR. The topics of the seminars are the most current: a complete overview of hotels, new directions in work, features of the flight program and visa issues.

Every year, TEZTOUR invites directors of its best agencies to Turkey to sum up the results of their work in a festive atmosphere in the best hotels on the coast. The best are awarded with personalized “Hollywood stars”, who marked the beginning of the Walk of Fame of Russian tourism in Antalya

Structure of services of the TEZ TOUR Company:

Hotel reservations within the framework of TEZ TOUR company contracts,

Organization of trips to international exhibitions, congresses and conferences,

Providing flights on charter flights of Russian and foreign airlines, services of personal guides and translators,

Organization of conferences, seminars, provision of conference rooms, equipment,

Services of special guides for working with groups.

Delivery to resorts by both regular and charter TEZ TOUR flights,

Services of corporate trips and excursions,

Organization of holidays and festivals, anniversaries and birthdays, as well as other memorable dates. Particular attention is paid to children's holidays.

Organization of yacht cruises and fireworks, folklore shows, KVN, quizzes and theatrical performances.

Business lounge at Vnukovo airport,

VIP transfers,

VIP meetings - farewells,

Golf courses,

Weddings in the Dominican Republic,

Weddings in Cuba.

Table 2.3 - Development indicators of the TEZTOUR company, in total in all areas

Table 2.4 - Company development indicators in individual areas

Continuation of Table 2.4

Table 2.3 shows that the number of tourists has increased hundreds of times since 1995, which indicates an increase in the overall efficiency of the enterprise.

Guest Relations

Figure 3 - Organizational structure of TEZTOUR Company in Turkey

If you look at the organizational structure of the Company, you can see that it is linear-functional with divisional divisions according to the regions of the Turkish coast. The transferman is the lowest level of this structure, but they have a great responsibility. After all, it was the transferman that tourists saw first in an unfamiliar country, and they judged the work of the entire company by us. Transfermen are directly subordinate to hotel guides. They give instructions and evaluate the transfermen's work. And hotel guides are already directly subordinate to regional directors, and so on up the structure.

Mission and strategic goals and objectives of the company. Our mission is to provide people with quality recreation. The main goal of the company is to provide high-quality service to tourists from Russia, the CIS countries, the Baltics, Bulgaria and Romania.

Strategic task: “consists in further expanding the scope of its activities. We, as a tour operator, act as a bridge connecting the northern countries with the southern ones. Within this framework, our company performs the functions of both the receiving and sending parties.

We want to take the position of a tour operator - a leader in the provision of tourism services and provide a high level of service to all our tourists.

Our goal is to use all the achievements of modern tourism technology, all the latest know-how in the field of tourism, and provide world-class tour operator services.

Our goal is also to actively participate in charity events in the countries in which our offices are located and, thus, make our feasible contribution to the country’s economy.

TEZTOUR sets itself the task of becoming one of the top ten leading tour operators in Europe in the next 5 years.

All employees of the company strive to unite within the framework of the goal and objectives of “the highest level of service.” .

System of working with clients and characteristics of services. At TEZTOUR, the main operating principle is customer focus. All aspirations are aimed at creating a product that is in demand by the Client. At the same time, the interests of the Client are no lower than the interests of management and shareholders.

An integral principle is also the rule that the client is always right, therefore all employees are always friendly, try to help in all situations and avoid conflict situations. All this is done to ensure that the tourist is satisfied and the opinion of the company is not spoiled.

“The company’s employees are always nearby and the client always has contact information so that if something happens, they can get in touch and get help in solving problems.

Customer wishes are always taken into account: surveys are conducted and, based on the results, continuous improvements to services are carried out.

In case of complaints, thorough checks are carried out, and if legality is established, the complaints are immediately resolved.

The services are designed for the convenience of the client, i.e. TEZTOUR is always an individual approach to the client.”

2.2 Corporate culture of the company TEZ TOUR

The corporate culture is based on the following values:

"Decency. We strongly encourage honesty, the ability to comply with the rules and regulations of the Company, and respect for the affairs of the Company and its employees.

Responsibility. We feel internal discomfort for unfulfilled or poorly completed work, decisions and assigned tasks.

Subsequence. We are committed to the decisions made (strategy).

Customer focus. All our aspirations are aimed at creating a product that is in demand by the Client. At the same time, the interests of the Client are not lower than the interests of management and/or shareholders.

Creativity. We encourage innovation, success orientation, dedication and creativity.

Teamwork. It is customary for us to adhere to team principles: unity in the pursuit of a common goal, in particular, involvement and mutual assistance.

Professionalism. We expect all Team members to effectively carry out assigned tasks based on their existing knowledge and experience, as well as their ability to self-learn.”

The TEZ TOUR team is an initiative group of like-minded people, united by moral and ethical standards, common goals, aspirations and rates of development, which is capable of professionally and effectively achieving the Strategic Goals of the company.

“For the TEZ TOUR company, the most important factor is decency and honesty. Respectful attitude among employees, individual approach to each employee is the main line of corporate culture in the organization. Raising the company's prestige is mainly achieved not only through a high level of service, but also through a decent and honest attitude towards all employees of our team.

In achieving its goals, the TEZ TOUR team relies on high moral and ethical principles; the initiative of each employee is welcomed.

The entire TEZ TOUR team is aimed at fulfilling the main task: “guest comfort”, which sounds quite short, but has a broad meaning. All activities should be aimed at fulfilling this task and realizing the wishes of the guests, i.e. providing the same level of service to all tourists, no matter what hotel they stay in.

When a tourist buys a tour to one hotel, but for some reason this hotel does not meet his expectations, then, if possible, TEZ TOUR moves the tourist to another hotel.

TEZ TOUR is the first company to use a complaints and suggestions questionnaire.

The main difference from other tour operators is the provision of both individual and corporate high-class service.

Culture within a company is a fundamental element of corporate policy. Great importance is attached to creative development, personal experience of employees and, of course, the development of new techniques and methods of company management. So that employees work in mutual agreement and understanding.

The most important achievement is a highly professional team. All employees must continually improve their professional skills and technical knowledge.

In order for employees to improve their professional level, the company provides training at all levels.

The TEZ TOUR company team, in achieving its strategic goals and objectives, relies on the principles of professionalism and rationalism”[34, p.9].

Analysis of the corporate culture of TEZTOUR. From all of the above, relying on the company’s values, we can conclude that the company positions itself as a strong brand with its own symbols, goals and style of work.

If you go to the company’s website (www.teztour.com) you can immediately see the company logo along with the slogan: “TEZTOUR – high tourism technologies.”

Any client - private or corporate, entering this section, feels the friendliness and openness of the company, as well as the readiness for contact and dialogue, respectively, the company’s focus on prompt direct communication and the enterprise’s readiness to meet the client’s needs and attention to his needs.

The “About the Company” section is practically invisible due to the abundance of informative links.

Also on the site there are no group photographs of employees, a chronicle of the company’s life, stories about corporate events, there is only information about the company’s awards.

The corporate culture of a company is not a complete structure, since not everything that is stated in the company’s principles corresponds to reality. That is, its formation is not complete and complete to the level of an effective corporate instrument.

Corporate parties and holidays are held from time to time, but the entire rhythm of work and the corporate spirit of the company are focused on the work process. Still, employees have a sense of belonging to the company, which is expressed in symbols and branded work clothes.

If, while working in a given company, you analyze the organizational culture, you can find weak aspects of the culture that affect the success of the company as a whole.

TEZTOUR company is the undisputed leader among tour operators that position themselves in the tourism services market in the country of Turkey. In order to maintain these positions in competition, company management has to take not always justified and rather harsh measures. This primarily concerns telephone ethics, interaction of TEZTOUR personnel with personnel from other companies, clear regulation of the work process, as well as control over employees in their free time, including during corporate events, when an informal atmosphere should be created, on the contrary, everything employees remain under management control. All of the above, etc. leads to the fact that staff cannot withstand excessive control and constant stress and quit no matter what, including the fact that the company spent money on their training. In Turkey, the situation is such that by the middle of the season, about 20% of qualified personnel quit at their own request or for violation of labor discipline, i.e. There is a high staff turnover and, as a result, a shortage of staff at the height of the working season.

Excessive control also has a detrimental effect on staff motivation, and the lack of labor, including qualified personnel, in turn negatively affects the remaining staff, because the load increases several times.

The TEZTOUR company, in the race for leadership, does not always comply with the principles that underlie its corporate culture, from which it can be concluded that TEZTOUR does not sufficiently use the potential of the organization’s corporate culture to improve business efficiency.

3 DEVELOPMENT OF ORGANIZATIONAL CULTURE AT TEZTOUR ENTERPRISE

3.1 The problem of staff turnover as a result of existing corporate policies

In the second chapter of this work, a complete description of the TEZTOUR company was presented. From all of the above, it is clear that the company is a leader in the tourism services market in Turkey and confidently calls itself the number one tour operator. You may not notice it with the naked eye, but if you look inside the organization you can find quite a few weaknesses. TEZTOUR can solve most problems by choosing a more suitable corporate culture.

First of all, let's look at the problems that the organization faces every tourist season using the example of TEZTOUR in Turkey.

The most pressing problem at TEZTOUR is staff turnover.

Personnel turnover is a movement of labor caused by employee dissatisfaction with the workplace or dissatisfaction of the organization with a particular employee.

Fluidity can be:

Intra-organizational - associated with labor movements within the organization;

External - between organizations, industries and sectors of the economy.

There is a distinction between natural and excessive staff turnover. How to understand whether staff turnover in your enterprise is natural or excessive?

F = number of layoffs in the planning period / average number of employees in the planning period.

F1= average annual number of people laid off * 100 / average annual number.

The staff turnover rate is the ratio of the number of dismissed employees of an enterprise who left during a given period for reasons of turnover (at their own request, for absenteeism, for violating safety regulations, unauthorized departure, etc. reasons not caused by production or national needs) to the average number of employees for the same period.

Natural turnover (3-5% per year) contributes to the timely renewal of the team and does not require special measures on the part of management and HR.

Let's calculate the turnover rate at TEZTOUR for the period April-October 2007:

Turnover rate = (150/900)*100%= 16.6%

These figures indicate that TEZTOUR has excessive staff turnover.

Excessive turnover causes significant economic losses, and also creates organizational, personnel, technological, and psychological difficulties.

Excessive staff turnover, according to Western psychological research, negatively affects the morale of the remaining employees, their work motivation and dedication to the organization. With the departure of employees, established connections in the workforce fall apart, and turnover can become an avalanche. In recent years, enterprises have often seen cases of “leaving by departments,” when established work teams, due to the same motivation and established contacts, prefer to move to another organization entirely (Bazarov, 2001).

So what are the reasons for excessive staff turnover within an organization?

The main and main reasons for staff leaving are as follows:

1. Uncompetitive pay rates (despite the fall in the dollar exchange rate, wages remained at the same level);

2. Unfair payment structure (rigid and unfair system of fines);

3. Unstable earnings (wage delays);

4. Long or inconvenient working hours (due to staff shortages, the burden on remaining staff increases);

5. Poor working conditions (workers were provided with housing, but conditions were not always favorable);

6. Despotic or unpleasant management (TEZTOUR's management can really be called despotic at times, constant control);

7. Problems with travel to work (-);

8. Lack of opportunity for promotion, training or advanced training, development of experience, career growth (career growth opportunity only after a year of impeccable work);

9. Work for which there is no particular need (-);

10. Ineffective procedure for selecting and evaluating candidates (due to shortages, completely untrained personnel are recruited at the height of the season);

12. Changing image of the organization (-);

13. Work with personnel according to the “juicer” principle (rigid structure);

14. Precedents of sudden dismissals and sudden recruitment of personnel into the organization (staff are in constant fear of dismissal for the slightest violation of labor discipline - hence the instability of the company) (Khrabrova, 2005).

3.2 Measures to reduce staff turnover

The reasons for staff turnover need to be addressed; they can be eliminated or their impact reduced:

1.Uncompetitive payment rates.

It is necessary to conduct a salary study and compare the data obtained with the data of the enterprise. Review rates where they are lower and where they are higher, because... overpayment, as well as underpayment, is fraught with economic losses.

Conduct or order similar studies on other payments (sick leave, vacations, benefits, etc.).

2. Unfair wage structure.

Review the salary structure, preferably through a job complexity assessment, to identify inappropriate rates. Analyze differentiated tariffs, revise them if “rate distortions” are revealed.

Consider the feasibility of applying fines. If significant fluctuations in pay occur as a result of a bonus system or profit-sharing system, review those systems and revise them.

3. Unstable earnings.

Conduct an analysis of the reasons for earnings instability. There can be many of them, ranging from ineffective business strategy to insufficient personnel qualifications.

4. Poor working conditions.

Compare the working conditions (working hours, shift flexibility, equipment, workplace ergonomics, condition of heating, air conditioning, lighting systems) of TEZTOUR with the working conditions of market competitors or companies. Develop measures to improve working conditions: more flexible work hours, new or rearranged furniture, adding coolers or lighting can do wonders.

Conduct or commission a survey of satisfaction with your job and the working conditions of your employees. You will receive complete information about exactly what aspects of work your employees are dissatisfied with.

5. Autocratic or unpleasant management.

Each manager, especially a middle manager, must be carefully selected for this position, and his potential and capabilities must be assessed. They must continually improve their management skills through training and professional development. Moreover, it is more effective if such training is carried out not by internal trainers, but by external specialists.

It is necessary to check whether the TEZTOUR company has a clear personnel policy and what it is. It may need to be revised or improved. Develop corporate training systems.

6.Ineffective procedure for selecting and assessing candidates.

For an effective selection and assessment system, it is necessary to have: job descriptions, regulations on structural units, clear criteria for selecting and assessing candidates, valid and reliable methods for assessing candidates, qualified selection and assessment specialists. Check the availability of these parameters; if anything is missing, urgently take adequate measures, from hiring an HR specialist to developing and approving documents.

According to personnel statistics, the largest percentage of departures occurs during the first three months of an employee’s work, because... no one inducts him into his position, adapts him to the new job, to the new company culture. Namely, in the first three months, an employee either develops loyalty to the company, or it never appears again. It is necessary to analyze how the adaptation program works at the enterprise and who is involved in it. It is especially necessary to focus on the adaptation of middle managers and rare highly qualified specialists.

8.Working with staff according to the “juice squeezer” principle (getting the most out of an employee while he is full of enthusiasm; a “squeezed out” employee becomes unnecessary for the company).

“Squeezed out” personnel leave the company and, at the “speed of thought,” spread negative information about the company, “scaring off” further candidates. Therefore: it is necessary to review the personnel policy in this area and soften the attitude towards employees.

Such companies create resilient employees for their competitors; your company becomes a springboard for the further careers of the staff who left you. Do competitors need to create staff?

9.Precedents of sudden dismissals and sudden recruitment of personnel into the organization.

It is important to remember that with such dynamics for the fifth time of recruitment after the fifth reduction, you are unlikely to recruit a qualified staff of specialists.

It so happens that the factors listed below also need to be taken into account have a particular impact on staff turnover:

It is also necessary to take into account such factors that optionally contribute to staff departure:

The age of employees is mainly 19-27 years old (the most risky age for moving to another job is up to 25 years old);

Employee qualifications – university graduates without work experience or senior students (lower-qualified workers are more likely to change jobs);

The employee’s place of residence is on the territory of a foreign state (the further the employee lives from work, the greater the risk of his leaving);

Work experience at the enterprise - seasonality of work in tourism (after three years of experience there is a sharp decrease in turnover, which is explained by age and adaptation problems).

3.3 Formation (change) of organizational culture

An organization is a complex organism, the basis of whose life potential is organizational culture; why people became members of the organization; how the relationship between them is built; what norms and values are accepted and shared by employees; what they think is good and what is bad. The content of organizational culture is not something far-fetched or random, but is developed in the course of practical business activities, connections, interactions and relationships, as a response to the demands placed on the organization by the external and internal environment. This content has been around for quite some time and has stood the test of time. But for each specific member of the organization it exists as something given. Thus, culture expresses certain collective ideas about the goals and methods of entrepreneurial activity of a given enterprise.

Purposeful formation (change) of organizational (corporate) culture can allow:

Effectively use the company’s human resources to implement its strategy;

Increase the level of company management;

Strengthen team cohesion;

Use as a strategic motivating factor directing employees to achieve company goals.

The formation of an organization’s culture is associated with the organization’s external environment: the business environment in general and in the industry in particular and samples of national culture.

A company's adoption of a particular culture may be related to the specifics of the industry in which it operates, the speed of technological and other changes, the characteristics of the market, consumers, etc. It is known that companies in the “high technology” industries are characterized by the presence of culture, innovative values and faith “in change.” However, this trait may manifest itself differently in companies in the same industry, depending on the national culture within which a particular company operates.

Elements of organizational culture are formed, on the one hand, as a result of the repeated experience of a given enterprise in successfully solving its problems, and therefore enshrined in the organizational structure and management processes; on the other hand, as a result of the active influence of a subjective factor in the form of power attitudes of manager-leaders.

The conditions for the optimal organization of a company’s activities are determined by the ability of its manager, the leader, to navigate “his corporate ship” between Scylla and Charybdis, which in modern economic life are called: aggressiveness of the external environment, and internal disintegration.

Accordingly, this is possible if there is conscious work by the manager and the organization as a whole in the direction of:

a) adaptation and survival in a specific socio-economic environment;

b) a well-thought-out policy of internal integration.

Naturally, there should not be a demarcation line between these directions that separates the integrity of the organization’s life. Harmonious coordination of these two directions is possible only if the enterprise, institution, firm has a purposeful formation of what is called organizational culture.

Touching on this aspect, it is necessary to note the following.

There are two main control systems:

1. Formal (it is also called mechanistic, administrative-organizational, rigid);

2. Informal (or organic, socio-psychological, soft).

The formal system is characterized by:

Strict hierarchy;

Communications between departments located at the same level of the organizational structure are carried out through the center

There are strict job descriptions in use;

Subordinates are given comprehensive tasks, employees are encouraged to be diligent;

The main thing for a person is to do as the boss says.

Informal system:

Does not prohibit acting by jumping over the rungs of the career ladder;

Gives scope to horizontal connections;

People are expected to create their own position, regardless of instructions;

The subordinate is only given tasks, and it is up to him how he will solve them;

Initiative and a creative approach to business are encouraged;

The main thing for a person is to solve a problem and present the result;

The performer participates in the formulation of the very problem that he has to solve.

Exaggerating, we can say that in the first case, the employee rents out his peripheral, and in the second, his central nervous system.

The formal system is based on the organizational structure of the enterprise, the informal system is based on its microculture. That is, exactly what we combine into the concept of “organizational culture of an enterprise.”

In the informal system, there is also resistance of people to the system, but this is resistance to culture, not to structure.

By getting used to the formal system, a person submits to the structure, and by getting used to the informal system, he joins the culture. If the formal system is developed and implemented, overcoming the resistance of people and breaking them down into the structure, then the informal system is created and nurtured by the people themselves (but at the same time, as a rule, one person is at its origins).

An analogy can be suggested with the installation of pedestrian paths in a new residential area. The formal approach: draw everything out in rectangles, make a flowerbed in the middle and put up signs everywhere: “Do not walk on the lawns.” Informal approach: pave the paths that people paved themselves (and the founder’s plan will be manifested in the fact that he will determine the composition and location of objects - houses, bus stops, shops, etc. - but people will choose the routes themselves) (Bazarov, 2001 ).

Having analyzed the corporate policy of TEZTOUR, we can conclude that the corporate culture is not effective enough, and in this regard the company faces serious problems.

The second problem of the TEZTOUR company is excessive control and, as a result, a decrease in the level of motivation among employees.

Below are some examples of excessive supervision of personnel:

All employees were provided with corporate SIM cards and were told that their every step was under control, since all telephone conversations were monitored;

Each employee is required to be on call 24 hours a day, i.e. answer phone calls at any time; in case of missed calls, large fines are imposed;

TEZTOUR employees can only communicate with each other and their tourists; conversations, including informal ones with employees from other companies, are strictly prohibited, up to the threat of dismissal, etc.

At the moment, the tour operator TEZTOUR has chosen a formal management system based on compliance with clear instructions by all company employees, but experience shows that in order to solve the problem with motivation, it is necessary to weaken control over personnel, i.e. a transition to informal management is necessary in order to create the most psychologically favorable working conditions.

The informal system displaces the formal system as higher-order labor displaces lower-order labor. The formal approach works (and works successfully) only when the work can be regulated, quantified and compared. Such conditions apply to mass production, which until recently, especially in our country, was typical. But, firstly, now there is a decrease in the share of industrial production in the economy in general in favor of the service sector, scientific research, etc.; secondly, in industrial production the share of mass production is decreasing in favor of flexible technologies; thirdly, in mass production itself, monotonous operations are entrusted to machines.

The scope of application of the formal approach is also narrowing under the influence of external factors, the most important of which is the increased instability of the environment.

Finally, with the rise of labor (energy) and the growth of well-being, including social insurance, the cultural demands of hired workers grow and their value systems change. People are increasingly inclined to view work not as a means of earning a living wage, but as a means of realizing their life aspirations.

This is where the fundamental difference between the formal system and the informal system is revealed: while the first is based on mediocrity, and everyone who does not fit into the standard only interferes with it, the second is focused precisely on the “out of the ordinary” abilities of people, it encourages their individuality, deriving the greatest benefits from it. Moreover, the informal system even ensures that company employees show their individuality in their work and not in anything else.

The professional use of the potential of organizational culture in an enterprise or firm is already visible when the HR manager devotes quite a lot of time to talking about what is accepted in the company and what is not. This can make a person’s life a lot easier and give them a sense of the benefits of what it means to be “a player on this team.”

As an example of the concentration of the above approaches, we can cite specific corporate principles that are set out in the rules of corporate life of one fairly well-known organization and help it ensure its success in the market for quite a long time.

1. Constant development and improvement. The implementation of this principle lies in adequately assessing oneself, identifying one’s strengths and weaknesses, and the desire to improve both individual and collective knowledge and skills. The company pays a lot of attention to staff training. But in addition to the fact that in this organization, employees are often sent to seminars, providing external training, internal training programs are also conducted. These programs are initially built on the principles of self-determination in one’s own development. The essence of the idea is that the employees of this organization themselves develop and conduct training seminars every week. Moreover, each such seminar should lead to some positive change in the overall activity regime. Employees approach such programs with great responsibility and creativity, although they do not directly receive any material dividends for this. With the right corporate culture, employees use talent, entrepreneurship and initiative as an alternative to finance. Money is a scalpel, not a bulldozer!

2. Optimism. The desire to give people joy. People in the company feel so strong that they can give their warmth, their positive feeling of life to others. They are convinced that they carry a powerful positive charge. This principle is reflected in the relationships of employees, both among themselves and with clients, suppliers and even competitors. The main slogan of the day with such a mood of consciousness is “Listen!” Listen to customers, dealers, workers and engineers. Their ideas help win. All customer problems are resolved immediately. The client becomes king!

It is believed that in the Russian national character there is always a certain sadness and hopelessness, which leaves the imprint of permanent melancholy on the faces of our fellow citizens and expresses reproach, a “calmly hopeless look.” But, in our opinion, the quality of work can only be changed when you generally begin to approach it with a positive attitude. And this quality cannot be formed by order. It is necessary to remember: they control the mechanisms, people must be inspired!

3. We are responsible for what we say and do.

If we talk about employees, then in relation to them this principle is manifested in “transparency of management”. Managers are the standard for employees' attitude to work. They are responsible for their words and actions, and determine by their own example the level of attitude towards work. The most convincing principle has always been and will remain “do as I do,” and not “do as I say.” Leaders are on the front flank, sharing triumphs and defeats with the “soldiers”, quickly solving problems. They learn from their own experiences and inspire by their example. At the same time, leaders reward any top-notch work immediately while the winners are wiping away their sweat. Celebrate your triumphs! Learn from defeats! Get into the ring again and win!

4. Mutual support.

Guided by this principle, people can always say about themselves, about their professional group: “We work as a team. We are a family. We respect and support each other. The ability to work in a team is highly valued in our company. We distinguish between so-called “collectivism” and team interaction skills. The main criterion for the difference between these two concepts is the criterion of professionalism.”

5. Professionalism.

There is no need to describe all the parameters of good, high-quality work. It is enough for employees to truly feel the rule of a real professional team: “What we do, we strive to do as well as possible. We highly value competence. Everyone does what he knows better than others, sharing his experience and findings” (Volovik, 1998).

Changing an already established corporate culture is not easy. Easily predictable obstacles and difficulties are associated with the need to change the motivational attitudes acquired by employees, existing relationships, with the redistribution of intra-organizational roles and changes in organizational structures, which together support and ensure the functioning of traditional corporate culture. In addition, it is very important that the elements of the new corporate culture do not come into obvious conflict with the company’s existing value system. It is also necessary that the new cultural values are accepted and supported by all senior leaders of the organization, demonstrating their commitment to them by example. Only in this case, “revaluation of corporate values” can not only be painless, but will also contribute to the prosperity of the organization in the future.

Management is alive to change. Changing the state of affairs in conditions of resistance is the work of management. The manager must always keep his mind open to new ideas through constant retraining, without shutting himself off from alien, unusual views.

When analyzing the likelihood of successful organizational culture change, the following factors should be considered:

Personal changes in management;

The phase of the organization's life cycle,

Age, firm size;

The strength of existing culture and subcultures;

The image of a leader (leader, managers) is one of the most important factors influencing corporate culture. Therefore, you need to be prepared that you may need to change your leadership style and the image of top managers.

Improving corporate culture through celebrations.

In my work, I would like to consider another of the most effective, in my opinion, methods of improving corporate culture - holding corporate events.

Let's first consider the celebrations.

“Holidays are a necessary condition for the existence and specific expression of a person who, unlike animals, has a unique ability to celebrate, that is, to include in his life the joys of other people and the cultural experience of previous generations. After all, this element of culture is designed to shape and aesthetically design free time. And it is no coincidence that whenever any society, class or estate was faced with a problem of leisure, they unwittingly turned to him for help.”

Holidays have always been and still remain an important means of forming and establishing community, contributing to the socialization of a person.

The main advantage of corporate holidays is the excellent organization, which provides the employees participating in them with the opportunity for free, carefree communication among their colleagues. Thus, “corporate holidays are one of the most effective ways to establish a system of intra-company communications.” So, having fully analyzed the company’s organizational culture system and considered the essence of the “corporate holiday” phenomenon, we can draw certain conclusions:

The corporate culture of a company, with all its diversity of definitions and characteristics presented in the scientific literature, is a very diverse and ambiguous phenomenon, existing in each specific case according to its own laws and rules. This opens up a wide range of possibilities for new research, claims and evidence. Any statement has the right to exist, subject to a well-built system of argumentation in favor of its legitimacy (Novikov, 2001).

“A corporate holiday is a component of organizational culture, since it meets certain characteristics that determine all components of organizational culture. A corporate holiday is a PR tool, a conductor of basic values, a carrier of corporate identity elements, a form of a system of internal corporate communication and communication of the organization with the external environment. Based on this, it can be argued that a corporate holiday is one of the constituent components of the value-normative subgroup of the company’s organizational culture, or rather, it is part of a complex of corporate traditions.”

Corporate holidays have a significant motivating function. In order for the team to work well, employees need to be properly motivated. The main means of motivation were and remain material benefits: salary, social package, which may include medical insurance, provision of a car, payment for a mobile phone, the opportunity to visit a gym or swimming pool. All this makes the employee think that he is valuable, loved and useful to the company. But this is not enough (Shchukin, 2002).

“An internal corporate holiday is a special event initiated and financed by the company, organized for staff (with the possible involvement of their family members), dedicated to a significant event in the life of the company, and is a means of maintaining organizational culture.”

Assessing the effectiveness of a corporate holiday. A corporate holiday and an assessment of its effectiveness consists of an analysis of the achievement or failure to achieve the set goal. That is, when planning a festive event, setting goals and objectives for it, you need to think in advance about a system for assessing the effectiveness of the planned holiday. This is perhaps one of the most difficult tasks in organizing corporate events. After all, the customer, having correctly assessed the result obtained and adequately interpreted it, becomes a regular client of the event organizers and takes full advantage of all the capabilities of this PR tool. And vice versa, without noticing the resulting effect, the customer becomes disappointed in the corporate holiday as an effective way to achieve certain goals, and stops investing in the development of this area, which, in turn, may lead to undesirable changes in the organizational culture of the company (Chukaeva, 2000).

During the festive event of the TEZTOUR Company, we will be able to see the influence of one of the methods of maintaining corporate culture, and its role in achieving the strategic objectives of the company.

Despite the favorable economic performance of TEZTOUR, the following negative aspects can be noted in the corporate culture:

The manager does not build management on a collegial basis; he makes it clear that he prefers the “order - subordination” system;

Employees strive for more democratic management and want to know where the company is going.

Employees do not realize that wasting time and dishonest work threatens the interests of the company and their own;

The company always searches for those responsible if breakdowns, failures, or violations occur;

Many workers are tormented by the thought that they cannot realize their potential;

An employee rarely finds out how well he is doing his job; workers also do not know by what criteria their work is assessed;

All of the above manifestations characterize the unfavorable situation developing in the team (Baklitsky, 2001).

Changes in the content of organizational culture are required when the existing culture in the organization does not contribute to changing behavior to the state necessary to achieve the desired level of organizational effectiveness. The corporation requires an urgent change in organizational culture before its existing manifestations cause the onset of a crisis situation. One of the approaches chosen is to hold a corporate holiday

1. Goals of the corporate holiday:

Creating the necessary conditions for acquaintance and informal communication between employees;

Transformation of corporate culture towards greater democratization and attention to employees;

Motivating employees to achieve better results;

Attracting the attention of the external public to the company's charitable activities.

To achieve these goals, it was necessary to solve a number of problems. The goals of a corporate holiday are those stages that, by going through them sequentially, it is possible to achieve the goal. That is, these are a kind of “steps” leading to the top of the result:

Organize the departure of employees to Antalya, LARA BEACH district, ANGEL club (next to the location of the main office) to spend time together in a pleasant environment;

Reward the best at the end of the month with memorable gifts;

Create an opportunity for employees to relax and escape from everyday work.

After the holiday, despite the lack of staff and a heavy workload, the percentage of quitting employees decreased significantly. Sales of excursions have increased noticeably compared to the previous year (at that time there was a decline in sales, not an increase).

The percentage of positive reviews about TEZTOUR staff has increased, the employees look rested and work with a smile on their faces. Thus, it can be assumed that the increase in efficiency occurred in connection with the competent conduct of the corporate event. But unfortunately, the positive effect of the event is only a temporary phenomenon.

Conclusion

Changes in the external environment of an organization characterize not only the economic side of organizational and individual life, but also affect the social space. Recent decades have been marked by the development of information and transport systems, communication systems. This development, on the one hand, facilitates the desired exchanges between people, brings them closer, and on the other hand, provokes the assertion of impersonality, a reduction in the collective life of the individual, and people lose the ability to empathize.

In such a situation, the organization of which the person is an employee can provide the individual with protection against depressive anxiety and persecution anxiety. The creation and approval of organizational culture facilitates the process of personal identification and makes it possible to fill the individual and social emptiness and alienation of the current period.

The key concept for defining organizational culture is the human environment. The properties of organizational culture are based on such essential features as universality, informality, and sustainability. Culture is a product of the interactions of a formal organization; individual individuals - members of the organization with a whole range of individual interests and needs; social groups formed within the organization; the external environment of the organization, which imposes its requirements on the ways of its life.

All interests, needs, target functions existing in the space of an economic organization, “sifting” through the “sieve” of the human environment, form the phenomenon of organizational culture.

Having considered the general concept of corporate culture, we can summarize:

1. Organizational culture represents the set of most important assumptions, values, and symbols shared by members of an organization.

2. Organizational culture is not a monolith, but consists of the dominant culture, subcultures of groups and countercultures that strengthen or weaken the culture of the organization as a whole.

3. The development of organizational culture involves its formation, maintenance and change. The formation of culture in an organization is influenced by the culture of the society (people) within which the organization operates.

4. Organizational culture is supported by what attention is paid to, how the activities of members of the organization are assessed and controlled, ways of responding to critical situations - role modeling and staff training, motivation criteria, as well as criteria in personnel work. Compliance with rituals, ceremonies and traditions also helps maintain organizational culture.

5. Changing organizational culture is, to a certain extent, the exact opposite of maintaining it. Changes in behavior can lead to changes in an organization's culture and vice versa. There are three possible combinations of changes in the behavior and culture of an organization: 1) a change in culture without a change in behavior; 2) behavior change without culture change; 3) behavior and culture change.

6. Success in business requires a high degree of compatibility between strategy and culture in the organization. The following situations may arise: a culture that greatly impedes the effective implementation of the chosen strategy is ignored; the management system adapts to the existing culture in the organization, an attempt is made to change the culture in accordance with the chosen strategy; the strategy adapts to the existing culture.

During the work, research was carried out and the following conclusions were made:

1. Analysis of improving corporate culture through

corporate holidays. Corporate holidays are one of the most noticeable manifestations of corporate traditions. A corporate holiday is a special event initiated and financed by the company, organized for staff, partners, clients or other target audience, dedicated to a significant event in the life of the company or society, and is a means of maintaining organizational culture or achieving the commercial goals of the organization. This is a powerful PR tool; proper use of a corporate holiday leads to tangible changes and truly measurable results.

People constitute the basis of an organization, its essence and its main wealth. However, from a management perspective, it is impossible to talk about a person in general, since all people are different. People behave differently, they have different abilities, different attitudes to their work, to the organization, to their responsibilities; people have different needs, their motives for activity can differ significantly. Finally, people perceive the reality of the people around them and themselves in this environment differently. All this suggests that managing a person in an organization is extremely complex, but at the same time extremely responsible and important for the fate of the organization. A manager must know a great deal about the people with whom he works in order to attempt to manage them successfully.

The culture that exists in the TEZTOUR company can be defined as a “culture of power” with formal management; its analysis showed that the corporation requires an urgent change in the organizational culture before its existing manifestations cause the onset of a crisis situation. The holiday was positioned as one of the tools for transforming organizational culture. Despite a serious approach to organizing the holiday, a significant budget and the involvement of specialists, such a goal of the corporate holiday as changing the corporate culture of the organization towards greater democratization, set at the preparatory stage, cannot be considered completely successfully achieved. Undoubtedly, the goal of attracting the attention of the external public to the company’s charitable activities can be considered accomplished.

2. Analysis of methods to reduce staff turnover.

Employee turnover worsens many production indicators. First of all, this is lost profit due to the slow uptake of newcomers and a decrease in labor productivity. Highly qualified specialists are distracted by training new employees. Difficulties arise with motivating staff. Staff turnover worsens the moral climate in the team, which impedes team building. Of course, such a situation is a serious signal to management about the need to understand the processes taking place in the company.

In the course of our work, we found out that in addition to negative aspects, staff turnover also has positive aspects. With controlled staff turnover, opportunities open up for personnel changes and career growth for the remaining best employees, which is an additional incentive for them. By analyzing the reasons for employee departure and making appropriate changes in the company’s activities, it is possible not only to reduce staff turnover, but also to increase the efficiency of each employee and the company as a whole.

3. Analysis of the need for changes in corporate culture.

Easily predictable obstacles and difficulties are associated with the need to change the motivational attitudes acquired by employees, existing relationships, with the redistribution of intra-organizational roles and changes in organizational structures, which together support and ensure the functioning of traditional corporate culture. In addition, it is very important that the elements of the new corporate culture do not come into obvious conflict with the company’s existing value system. It is also necessary that the new cultural values are accepted and supported by all senior leaders of the organization, demonstrating their commitment to them by example. Only in this case, “revaluation of corporate values” can not only be painless, but will also contribute to the prosperity of the organization in the future.

The bearer of corporate culture is the organization. But the basis of its value-oriented behavior when interacting with subjects of the external environment is formed by the behavior of individual employees. They must understand the need for corporate behavior. Among professional participants in the tourism market, the interest in corporate culture is understandable. They face the negative consequences of its absence or underdevelopment in economic practice. It is difficult to calculate the direct impact of the spread of corporate culture in the activities of travel agencies. But one can imagine the possible damage due to the loss of clientele, the breakdown of profitable contracts with travel service providers, delays in the formation and entry of a new product into the market, unfair competition, and so on.

Meanwhile, competition is intensifying. To survive and develop, companies need money. And you can get them by attracting customers with the quality of services and stimulating their purchase. This is what the establishment of corporate relations should contribute to. In addition to a clearly expressed social orientation, the tourism market system has its own distinctive features. They are manifested in the characteristics of organizations - the main subjects of market relations in tourism. The key figure in the tourism market is the client. He is assigned the role of the main system-forming subject of market relations in the scheme of a system-forming subject - a travel company as a manufacturer and seller of a product. Various companies enter the market: travel organizers (tour operators), retailers (travel agents), carriers, hotels and other tourist accommodation facilities, catering, entertainment and others. It is important that they harmoniously complement each other and provide all the services necessary for the consumer in both quantitative and qualitative terms;

A tourism organization is not only an entrepreneurial way of acting. First of all, it is a social community of people pursuing common goals. They are influenced by the social role of the organization and are reflected in its mission. Corporate culture directly and unambiguously determines the possibilities for implementing the mission, goals, and strategy of the organization, causing responsible and energetic movement in this direction.

One of the most important aspects of tourist services is the reliability of the company. It must be assumed that the corporate culture of a travel company, in interaction with the cultures of other organizations, can ensure reliable service. And guarantee the creation of conditions for tourist satisfaction with the quality of services during the trip. People professionally involved in tourism appreciate the role of corporate culture in this area. There is a detailed and meaningful definition: “Corporate culture is a complex multi-level system of relationships between a company and the consumer of its products (services), based on the company’s understanding of its social role, serving to constantly improve the degree of convenience, quality and comprehensiveness of service. It reflects the specifics of the internal organizational, professional and psychological characteristics of the company, as well as the commercial, philosophical, aesthetic ideas of management and staff about the future development of the business.”

In this definition, the unity and interconnection of various aspects ultimately ends in serving tourists. This should be the subject of diverse activities to disseminate corporate culture at tourism enterprises.

List of sources used

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Instructional materials

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35. Internet site of the company TEZTOUR.Web: http: // www.teztour.ru.

1. General Provisions

Just a few years ago, the phrase corporate culture was little known, although in fact, of course, it has always existed. However, she was. And elements of the corporate culture of many Western companies with rich traditions had their analogues in the USSR: boards of labor leaders, badges, certificates of honor, and so on are a classic expression of corporate culture.

Corporate culture is a set of the most important assumptions accepted by members of an organization and expressed in the organization's stated values that give people guidelines for their behavior and actions. Corporate culture (sometimes called organizational culture) consists of the ideas, attitudes, and core values that are shared by members of an organization. It is generally accepted that values are the core that determines the corporate culture as a whole. Values determine behavioral styles, communication styles with colleagues and clients, level of motivation, activity, and more. Therefore, one cannot take for corporate culture only a set of certain external signs, such as uniforms, rituals, etc.

The formation of corporate culture, as a rule, comes from formal leaders (company management) or, more rarely, informal ones. Therefore, it is important that a manager who wants to create a corporate culture formulates for himself (first of all) the core values of his organization or his division.

According to various sources, companies with a clearly defined, established corporate culture are much more effective in using HR (human resources). Corporate culture is one of the most effective means of attracting and motivating employees. As soon as a person satisfies the needs of the first level (“purely material”), he has needs of a different level: for a worthy position in the team, recognition, self-realization, etc. And here corporate culture comes to the fore, one of the important functions of which is to support each member of the team, revealing his individuality and talents.

The characteristics of corporate culture are often determined by the field of activity. For example, in the financial sector it is more definite and strict, the behavior of employees is clearly defined, and the communication style is more formal. Corporate culture in the trading sector is often very diverse and original; as a rule, it is less defined, allows more variations in behavior and communication, the communication style is less formal, more democratic; Energy, sociability, and sociability are encouraged.

One of the important elements of corporate culture is the attitude towards newcomers, the adaptation of newcomers to the corporate culture itself. Introduction into it is often a complex and painful process. You must not only understand all the subtleties, but also absorb them into yourself. Adapting to corporate culture is one of the most difficult moments after arriving at a new place. Some companies specifically conduct adaptation training and other activities aimed at adapting newcomers.

Recently, in Russia, employers have ceased to limit themselves to the required qualifications and personal data when hiring. Much attention is paid to both professionally important qualities and qualities necessary for internalizing the requirements of the organization and its corporate culture. In some organizations, each applicant for a vacant position is told about the peculiarities of the organization’s corporate culture so that the person himself can decide whether he agrees to follow the traditions accepted in the organization or not.

Forming a corporate culture is a long and complex process. The main (first) steps of this process should be: defining the mission of the organization; identification of core core values. And based on basic values, standards of conduct for members of the organization, traditions and symbols are formulated. Thus, the formation of corporate culture breaks down into the following four stages:

¨ defining the organization’s mission and basic values;

¨ formulating standards of conduct for members of the organization;

¨ formation of organization traditions;

¨ development of symbolism.

All these steps and their results are very convenient and appropriate to describe in a document such as a corporate manual. This document is especially useful in situations of hiring and onboarding new employees and makes it possible to almost immediately understand how much a potential employee shares the values of the organization.

Examples of traditions, external signs by which one can judge the corporate culture of organizations:

All employees wear office-style clothes to work. No negotiations are scheduled for Friday, because traditionally on this day everyone dresses “loosely”;

everyone has the same and expensive pens from a well-known company;

“if you work for a healthy lifestyle, don’t smoke”;

the day the company was founded is a wild celebration with a trip out of town;

if employees stay overtime, they are treated to pizza and beer at the company’s expense;

a certain bonus is paid for each year worked;

everyone communicates firsthand and by name (this is the setting); no receptions - the President's door is open, you can come in and ask your question;

be sure to use (at least in public) the products (cosmetics, photography, accessories) that your company sells.

There are many approaches to identifying various attributes that characterize a particular culture at the macro and micro levels. Thus, F. Harris and R. Moran propose to consider a specific corporate culture based on ten characteristics:

· awareness of oneself and one’s place in the organization;

· communication system and language of communication;

· appearance, clothing and presentation of oneself at work;

· what and how people eat, habits and traditions in this area;

· awareness of time, attitude towards it and its use;

· relationships between people;

· values and norms;

· belief in something and attitude or disposition towards something;

· employee development process and training;

· work ethic and motivation.

The methods used to study a specific corporate culture include the following (according to A. Rusalinova):

1. Observation (reconnaissance, momentary, fixed in significant situations);

2. Interview with the group leader and representatives of public organizations (pilot and partially standardized);

3. Complete survey of members of the production group using a standardized questionnaire, including questions for calculating group assessment indices and sociometric criteria;

Analysis of production documentation reflecting the nature of the group’s activities and results.

There are methods of maintaining corporate culture that go beyond just hiring the right people and firing the wrong people. The main groups of methods are the following:

1.1 List of basic terms used in the program

Corporate culture is a set of the most important assumptions accepted by members of an organization and expressed in the organization's stated values that give people guidelines for their behavior and actions.

Value orientations are a socio-psychological concept with the help of which the personal meaning for people of certain material and spiritual phenomena is revealed.

Remuneration is one of the main elements of the system of motivation and stimulation of personnel work, everything that is valuable to the employee or may seem valuable to him.

Business ethics is a set of principles and norms that should guide an organization and its members in the field of management and entrepreneurship.

Image is an image, image, a common idea of the character of a particular object.

Personnel policy is a holistic and objectively determined strategy for working with personnel, combining various forms, methods and models of personnel work.

Professionally important qualities are individual characteristics of a person that ensure the success of professional training and professional activities.

Communication is a way of communicating and transmitting information from person to person in the form of written and oral messages, body language and speech parameters.

Self-realization is the highest desire of a person to realize his talents and abilities.

Abilities are individual psychological characteristics of an individual that determine the possibility of success in any activity.

Self-esteem is a person’s assessment of his own personal qualities, behavior and achievements.

Professional self-determination is the process of formation of a person as a subject of professional activity.

¨ Strengthening the existing motivation [of managers], combating the fact that they are simply tired of working. Participants must “get” what they need for high motivation

¨ Support and limitation of initiatives

¨ Channeling the energy of conflict. Two important positive aspects of the conflict - the desire for change and high energy allow the company to better achieve its goals.

¨ Discovering the abilities of employees, finding ways of self-realization

¨ Training can serve to diagnose problems of a department or organization as a whole.

¨ Moreover, it is important not to confuse this process with the personnel assessment process.

¨ “You can walk in someone else’s shoes.” During the training process in various role situations, our manager will be able to play the role of a subordinate and feel for himself the difference between pressure, manipulation and an equal communication style. It is this difference that will allow you to begin the necessary changes in your own organization.

Activities to change corporate culture. Measures to improve the corporate culture at OJSC Gazenergobank. Suggestions for improvement

Introduction

Chapter 1. Theoretical foundations of the corporate culture of OJSC Kaluga Gas and Energy Joint Stock Bank Gazenergobank

1.1 The concept of corporate culture

1.2 Structure of corporate culture

1.3 Types of corporate culture

Chapter 2. Formation of corporate culture in OJSC Kaluga Gas and Energy Joint Stock Bank "Gazenergobank"

2.1 Organizational structure of OJSC "Gazenergobank"

2.2 Practice of corporate culture management at OJSC "Gazenergobank"

Chapter 3. Measures to improve corporate culture at OJSC Gazenergobank

3.1 Recommendations for increasing the role of corporate culture of OJSC Gazenergobank

3.2 Changing the culture of the organization

Conclusion

Bibliography

Corporate culture is a set of the most important assumptions accepted by members of an organization and expressed in the organization's stated values ​​that give people guidelines for their behavior and actions.

Corporate culture is a set of the most important assumptions accepted by members of an organization and expressed in the organization's stated values that give people guidelines for their behavior and actions.