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ABSTRACTof the Masters Qualification Work "Improvement of evaluation methods of organizational culture at enterprise" INTRODUCTION
Object of this research is corporate culture of industrial enterprise. Subject of the research is evaluation methods of corporate culture at industrial enterprise. Objective
of the research is development of methodology approaches to define of
level (evaluation) of corporate culture for its further improvement,
that will favor successful realization of strategic aims of enterprise.
Research methods: formalization, analysis and synthesis, classification, generalization, economic and mathematical modeling, measurement, interpretation, expert evaluation, statistical methods (standard, random evaluation, classification and comparison). Urgency
of the research. Viewing
modern changes in society there can be observed growth of scientific
and practical interest to the corporate culture. First of all, this is
due to the fact that advanced and flexible corporate culture makes it
possible to solve several problems at enterprises and affects the
efficiency of their operation. These problems are associated
with the peculiarities of the operation in Ukraine in the post crisis
period, namely: the low competitiveness of basic industry sectors, the
business climate deterioration in the country. These factors
provoke significant complication in the organizations functioning, loss
of their material and financial resources, staff
reductions. To restore the stable operation of the enterprises
it is necessary to introduce new management practices aimed at
increasing goodwill and investment attractiveness of the company.
Significant success can be achieved by ensuring cooperation of all
employees, united by common tasks that reflect the main specificity of
the enterprise and understandable to each worker. The human
factor, that is a well-developed corporate culture and corporate
spirit, is the valuable medium to access competitiveness, economic
growth and efficiency. Competition growth among business
entities actualizes the problem of finding stable competitive
advantages, among which corporate culture of the enterprise is gaining
its value. Connection
of the paper to academic programs, plans and themes. Master's
paper was written during 2010-2011 according to the
scientific direction of the Department of Personnel Management and
Labour Economics, Donetsk National Technical University. Estimated
scientific novelty of the results. The
most significant results obtained by the author, are as follows: OVERVIEW OF RESEARCHES AND STUDIES ON THE TOPIC: GLOBAL (WORLD) There
is a significant
part of the fundamental works of foreign authors
devoted to corporate culture issues: E. Shein, Cameron Quinn,
A. Fayolle, E. Clarke, D. Champion, J. Norton, G. Hofstede, J. Moutona,
K. Sholts, S. Kosena, etc. Also, Russian scientists and
sociologists: P. Spivak, O. Vikhansky, O. Tikhomirova, T. Galkina, T.
Bazarov, T. Solomanidina, O. Naumova, E. Vlasova, N. Mogutnova, S.
Shcherbina, O. Steklov, T. Lapina and others.
The
main diagnostic tools of the corporate culture include: document
analysis, round at the company and a staff survey questionnaire. Document analysis In
the analysis of documents a special attention should be paid to the
following areas [20]:
2. Company's strategy documents
3. Organizational Structure
4. HR
Management
5. Planning and control systems
6. Internal and external communication systems
Round
the firm Significant
help in the diagnosis of corporate culture may be brought
from a spontaneous round of the company. Particular attention
should be paid to the following issues [20]: Employee Questionnaire An
important diagnostic tool of the corporate culture
supports polling staff. The main themes in this case are [20]: Thus,
on the basis of the
corporate culture diagnosis results at the
organization culture level is determined. Comprehensive
evaluation of corporate culture is offered by O.G.Tikhomirova
[3]. This technique presents evaluation of three
interrelated aspects (functional, resource and organizational), each of
which is defined as a combination of qualitative and quantitative
indicators. This method allows to determine the fraction of
actually solved problems and functions in the total number of planned
tasks (in terms of index rate of functional construction level),
company's resources availability, that is involved in the formation and
development of corporate culture (through the calculation of
coefficients of staffing, legal support, information support ,
financial support, technical support), to evaluate the organization
level of management structure of culture formation and development
(level of its modernity and progressiveness). However,
it should be noted, that this technique has several
disadvantages. Thus, conducting a comprehensive evaluation
requires a significant number of stages, which are labor-intensive, the
calculation of a large number of indicators, conducting the analysis of
the expertise needed to implement the functions of the organizational
culture, etc. In addition, some estimates of the parameters,
in our opinion, are unnecessary (e.g. matching funds for the payment of
salaries, bonuses and monetary rewards to staff,
etc.). O.G. Tikhomirov does not take into account the
evaluation of external and internal subjective attributes of the
corporate culture of the company. And also, following this
model level of corporate culture is estimated from the position of
labor at the organization. NATIONAL Among
local scientists
and sociologists who have investigated the
phenomenon of corporate culture are: A. Kolot, A. Pankova, O.
Grishneva, N. Tsarenko, A. Bala, V. Evtushevsky, V. Shpilevaya, L.
Panchenko, A.G. Nazarov, Yu. Zaloznovaya, M. Semikina, I.
Mazhura, V. Anishchenko, G. Zaharchin, F. Zinoviev, I. Khimich and
others. Themes of these studies is quite various: including disclosure
of the concept of "corporate culture" and review of the methods and
approaches to its evaluation. LOCAL At DonNTU these issues are discussed by an assistant at department personnel management and labor economics Sergey O. Potorochin. His major publications are:
Also,
during recent years such subjects were
discussed by undergraduates: STATEMENT OF RESULTS OF THIS RESEARCH Problems
of corporate culture estimation derive primarily from the uncertainty
of the concept essence and its components. Feature of corporate culture
is that it comes in the interaction of spiritual and material
cultures. Enterprise (organization) unites its employees, who
simultaneously produce material (artifacts, own products for
realization) and spiritual values (team spirit, moral principles,
faithfulness, devotion to the corporation, loyalty, brands,
ceremonies, etc.). Development of corporate culture is carried
out with help of the interaction of people united by a social community
to fulfill its mission, achieve its objectives, the implementation of
substantive activities. Employees are in continuous
communication, which is governed by values, norms, rules, language,
traditions, customs, etc. Taking into account the above considerations
the most successful definition of corporate culture was given by
Vlasova E.F., identifying it with the organization: a complex and
comprehensive system that operates in the industrial space, and
includes elements of culture as common (values, norms, rules,
traditions, customs, language, artifacts), so as its peculiar
components (mission, organization activities, appropriate human
resources and communications) [1].However, this interpretation of the
concept requires clarification and amendments with respect to the
components that form the corporate culture, influencing its development
and giving an opportunity to estimate its level.
Picture 2 - Process
of evolution of organisational culture at enterprise The main task is the establishment of appropriate balance between values and interests of the parties of focus groups. As a result of focus group based on the ranking there the weight (Wi) of external and internal elements of organizational culture and their grade point average (Bi) are determined. With the weight and the average score of each of the elements of the corporate culture their total score is calculated by the formula: The next step is calculation of the average general evaluation of external and internal elements of corporate culture with the use of certain general ratings of each of the external and internal elements of corporate culture:
The
proposed approach is effective when combined with two ones described
above. This will allow to have more efficient three-level
evaluation of corporate culture, what from the standpoint of system
approach involves the consistent creation of a system upon three
interrelated aspects: CONCLUSION In this paper, we studied and analyzed the theoretical aspects of formation and development of corporate culture, resulting in the most successful definition of corporate culture, which was given by Vlasova E.F., identifying it with the organization: a complex and comprehensive system that operates in the industrial space, and includes elements of culture as common (values, norms, rules, traditions, customs, language, artifacts), so as its peculiar components (mission, organization activities, appropriate human resources and communications) [1]. An analysis of existing methods of estimation of the corporate culture level revealed several shortcomings. Approach proposed by Slabko Ya.Ya. to determine the integral index is imperfect, since not all its components (evaluation parameters) can be calculated or it is not possible to do it reliably. Complex evaluation is not provided due to the limitations of quantitative and qualitative parameters included in the integral index. Conducting a complex evaluation of Tikhomirova O.G. requires a significant number of stages, which are labor-intensive, the calculation of a large number of indicators, analysis of the expertise needed to implement the functions of the organizational culture, etc. In addition, in the discussed methods there estimates of external and internal subjective attributes of the corporate culture at the organization are not considered. To eliminate these shortcomings a new approach has been introduced that based on the method of element (internal) evaluation of organizational culture, which gives you a numerical score to determine the level of company culture. On the basis of the above methods, the model of a three-level evaluation of corporate culture based on a systematic approach for constructing a consistent system upon three interrelated aspects: the elemental, the integral and complex. The evaluation of the corporate culture of the company was made and upon its results there recommendations for its improvement were offered. REFERENCE MATERIAL 1. Власова Е.Ф. Корпоративная культура как фактор социальной адаптации новых работников: автореф. дис...канд. соц. наук: 62.00.83. / Е.Ф. Власова; Уральский государственный университет им. А.М.Горького. – Екатеринбург, 2010. – 21 с. 2. Слабко Я.Я. Соціальне дослідження рівня організаційної культури промислових підприємств Придніпровського регіону // Соціальні технології: актуальні проблеми теорії та практики. Міжвузівський збірник наукових праць. – 2010. - № 44. – С. 256-262. 3. Тихомирова О.Г. Организационная культура: формирование, развитие и оценка. СПб: ГУ ИТМО, 2008. – 154 с. 4. Лапина Т.А. Корпоративная культура: Учебно-методическое пособие – Омск: Изд-во ОмГУ, 2005. – 96 с. 5.Стеклова О.Е. Организационная культура: Учебное пособие [Электронный ресурс] – Ульяновск: УлГТУ, 2007. – 127 с. – Режим доступа к пособию: http://window.edu.ru/window_catalog/files/r58933/148.pdf 6. Персикова Т.Н. Межкультурная коммуникация и корпоративная культура: Учебное пособие – М.:Логос, 2002. - 224 с. . 7. Виханский О.С. Стратегическое управление: Учебник. — 2-е изд., перераб. и доп. — М.: Гардарика, 1998. — 296 с. 8. Корпоративна культура: Навч. посібник / Під заг. ред. Г.Л. Хаєта. – К.: Центр навчальної літератури, 2003. – 403 с. 9. Галкина Т.П. Социология управления: от группы к команде: Учеб. пособие.- М.: Финансы и статистика, 2001. - 224 с.: ил. 10. Э.Шейн, Организационная культура и лидерство / пер. с англ. под редакцией В.А. Певец. – СПб: Питер, 2002. – 336 с. 11. Армстронг М. Практика управление человеческими ресурсами. /Пер с англ. Под редакцией С.К. Мордовина. СПб.: Питер, 2007.?832с. 12. Спивак В.А. Корпоративная культура. СПб.: Питер, 2001.352с. 13. Соломанидина Т.О. Организационная культура компании. – М., 2003. – 216 с. 14. Основы менеджмента./В.Р.Веснин.- М.: «ГНОМ-пресс» при сод.Т.Д. «Элит-2000»,1999. – 440с. 15. Колесник С. Особенности формирования корпоративной культуры крупного промышленного предприятия // Менеджер по персоналу. – 2008. – №4 – С.22– 27. 16. Лазарева Н. Корпоративная социальная ответственность // Менеджер по персоналу. – 2008. – №6 – С.68– 77. 17. Белоус Н., Любченко Е. Формирование корпоративной коуч-культуры // Менеджер по персоналу. – 2008. – №1 – С.42– 45. 18. Химич І.Г. Особливості формування корпоративної культури вітчизняних підприємств на сучасному етапі [Электронный ресурс ] // ЕКОНОМІЧНИЙ ПРОСТІР: збірник наукових праць. – 2009. - № 23/1. – С. 216-222. – Режим доступа к статье: http://www.nbuv.gov.ua/portal/Soc_Gum/Ekpr/2009_23/1/himich.pdf 19. Pierre A. Balthazard. Organizational culture and knowledge management success: assessing the behavior–performance continuum [Электронный ресурс] / Pierre A. Balthazard, Robert A. Cooke. / - Режим доступа к статье: http://originwww.computer.org/plugins/dl/pdf/proceedings/hicss/2004/2056/08/205680239a.pdf 20.
Kobi J-M. Unternehmenskultur verstehen, erfassen und gestalten.
– Lech: Verlag Moderne Industrie, 1986. NOTE At the moment of writing this abstract master paper is not completed yet. Final completion is scheduled for December 2011.Full text of the work and materials on the subject of the research can be obtained from the author or his / her supervisor after this date. |
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