Figure 1 — Levels of corporate culture of the organization

1. Superficial (symbolic) level — this is all that a person can see and touch: corporate symbols, logo, company calendars, company flag, company anthem, the special architecture of the building and Also, myths, legends and stories related to the founding of a company, the activities of its managers and prominent employees are also referred to the symbolic level. Such legends and stories are usually transmitted orally;
2. Subsurface level — combines the values and norms, consciously recorded in the documents of the organization and designed to be guiding the daily activities of the members of the organization. At this level, the values and beliefs shared by the 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 will of the people. Researchers often confine themselves to this level, since at the next level almost insurmountable difficulties arise.
3. Basic (deep) level — basic assumptions arising from the members of the organization on the basis of personal patterns, supported by or changing successful experiences of joint actions and in most cases unconscious, some air of corporate culture, which is odorless and odorless, but not normally noticed. These basic assumptions are difficult to comprehend even to members of the organization themselves without special focus on this issue. These hidden and faithful assumptions guide people's behavior, helping them to perceive the attributes that characterize corporate culture.

The structure of a corporate culture includes the following elements: the mission of the organization, its philosophy, leadership style, values of the organization, the system of motivation, incentives, rewards and punishments of employees, which are shown in Fig.2.

Defining the essence of corporate culture, you must highlight it main functions, presented in Fig.3.

1. The reproduction of the best elements of the accumulated culture, the production of new values and their accumulation;
2. Evaluation and normative function (based on a comparison of the real behavior of a person, group, corporation with our norms of cultural behavior, with ideals, we are talking about positive and negative actions, humane and inhuman, elegant and rude, progressive and conservative);
3. The regulating and regulating function of culture, that is, the use of culture as an indicator and regulator of behavior;
4. Cognitive function (for example, cognition and assimilation of corporate culture, carried out at the stage of adaptation of the employee, contributes to its inclusion in the life of the collective, in collective activity, determines its success);
5. Semantic function: corporate culture influences a person’s worldview, often corporate values turn into values of an individual and a collective or conflict with them;
6. Communication function — through the values adopted in the corporation, the norms of behavior and other elements of culture are ensured mutual understanding of workers and their interaction;
7. The function of public memory, the preservation and accumulation of corporate experience;
8. Recreational function — the restoration of spiritual forces in the process of perceiving elements of a corporation’s cultural activities is possible only in the case of a high moral potential of a corporate culture and employee involvement in it and the sharing of its values.

Thus, we can conclude that the value of corporate culture in the activities of the organization is very high. Effective management of an organization’s corporate culture can contribute to its successful operation and further development. From its level will depend on the level of competitiveness of the organization, and its reputation in the market of goods and services.

2. Sources, factors and directions, determining the change and formation of corporate culture in the organization

Changing corporate culture includes the formation of a new mission, the goals of the organization and its ideology, a model of effective leadership, the use of previous experience, ingrained traditions and procedures, an assessment of the effectiveness of the organization, its formal structure, design of premises and buildings, etc.

The possibility of changing a culture is influenced by the following factors: an organizational crisis, a change in leadership, a stage in an organization’s life cycle, its age, size, level of culture, the presence of subcultures.

Changing a culture requires a specific strategy for managing culture in an organization. She suggests:

1. culture analysis, which includes auditing a culture to assess its current state, comparison with the intended (desired) culture and an intermediate assessment of its elements that need to be changed;
2. development of special offers and measures.

The formation of a certain culture in an organization is connected with the specifics of the industry, in which it operates, with the speed of technological and other changes, with the characteristics of the market, consumers and etc. It is known that companies in the high technology industries have a culture that contains innovative values and a belief in change. However, this feature may be manifested differently in companies of the same industry, depending on the national culture in which the organization operates.

Factors affecting the formation of corporate culture:

1. individual autonomy — the degree of responsibility, independence and opportunities for the expression of initiative in an organization;
2. structure — the interaction of bodies and persons, the current rules, direct leadership and control;
3. direction — the degree of formation of the goals and prospects of the organization;
4. integration — the extent to which parts (subjects) within an organization enjoy support in the interests of coordinated activities;
5. managerial support — the degree to which managers provide clear communication links, assistance and support to their subordinates;
6. support — the level of assistance provided by managers to their subordinates;
7. stimulation — the degree of dependence of remuneration on the results of labor;
8. identification — the degree of identification of workers with the organization as a whole;
9. conflict management — the degree of decidability conflicts;
10. risk management is the degree to which employees are encouraged to innovate and take on risk.

Sources of corporate formation culture:

1. views, values, ideas of the founders of the organization;
2. collective experience gained in the creation and development of the organization;
3. new attitudes, values and ideas introduced by new members of the organization and leaders.

For the effective impact of corporate culture on the development of the enterprise, appropriate measures should be developed.

Their development should be carried out as follows directions:

1. image formation enterprises and its components, such as the philosophy, mission and main goals of the enterprise;
2. development of a non-traditional motivation system, including moral incentives, rituals, engaging employees to participate in management;
3. development of a program for comparing the expectations and values of the candidate for the vacancy and the organization itself;
4. integration of newly hired employees into the organization’s staff.

All these areas are interrelated. Only in unity they create the necessary synergistic effect of the corporate culture on the development of the enterprise, Fig.4.