The concept of organizational culture

Ministry of Education and Science of the Republic of Kazakhstan

M. Auezov South Kazakhstan State University

FACULTY OF “PHYSIOLOGICAL TRAINING AND SPORT”

CHAIR OF “PSYCHOLOGY AND DEFECTOLOGY”

Presentation

The theme : The concept of organizational culture

Prepared by: Ni Y.

Group: FK-17-3R

Checked by: Isabayeva A.S.

  Shymkent - 2019

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The concept and structure of organizational culture

In modern literature there are quite a few definitions of the concept of organizational culture

P. B. Weill

G. Hofstad

«Culture is the collective programming of the human mind, which distinguishes the members of one group of people from another group. Culture in this sense is a system of collective values»

«Culture is a system of relations, actions and artifacts that stands the test of time and forms a rather unique common psychology for the members of this cultural society»

Authors refer to patterns of basic assumptions that members of an organization adhere to in their behavior and actions.

These assumptions are often associated

with

space

group

nature

world

the variables regulating it

the vision of the environment

work

time

society

relationships

organization

Values (or value orientations)

Symbolism

- the second general category that is included by the authors in the definition of organizational culture

- the third general attribute of the concept

- “transmitted” to members of the organization

- helps the individual to understand how he should act in a particular situation.

- they sometimes have more influence on individuals than the values that are recorded in the company's advertising booklet

- guide the individual in what behavior should be considered acceptable or unacceptable

Organizational culture

a set of the most important assumptions taken by members of the organization and expressed in the values declared by the organization, giving people guidelines for their behavior and actions.

first, “superficial” or “symbolic” level

applied technology

space and time

observed behavior

Knowledge of organizational culture begins at the first, “superficial ” or “symbolic” level, includes such visible external facts

five senses of a person

architecture

- The perception is conscious and depends on the will of the people

Second, “subsurface” level

- The values and beliefs are examined in accordance with the extent to which these values are reflected in symbols and language

Includes basic assumptions that are difficult for even the members of the organization to understand without special focus on this issue.

The third, “deep” level

Helping them to perceive the attributes that characterize the organizational culture.

the solution of problems by managers

leadership styles

a managerial culture

Subjective organizational culture

managers behavior in general

the building itself and its design

location

cafeteria

Objective organizational culture

equipment and furniture

colors and volume of space

amenities

reception rooms

parking for cars

The main characteristics of the organizational (corporate) culture

McDonald’s was formed by R. Kroc , who headed the company until 1984

The main conditions for success:

High quality, qualified service and cleanliness

The fundamental principles of the company:

Do not compromise the company, use only the best ingredients for cooking

Today's leaders, fully embraced by the philosophy of R. Kroc, usually come to decisions that are in many ways similar to those that Kroc took during his leadership. This largely explains the McDonald’s phenomenon, symbolizing stability.

Organizational culture is an elusive, intangible, unexpressed category, the presence of which does not require proof.

Each organization develops a set of rules and regulations governing the daily behavior of employees in their workplace

For example:

The image of Disney, supported by all its employees: perceived by all as charming, always smart and smiling people to everyone

heroes

According to the modern theoretical approach , an organization , like any social group , has its own :

values

roles

rules of behavior

rituals

Organizational culture determines how employees and managers:

react to competitors

serve customers

do business with suppliers

how they generally operate now and in the future

approach problem solving

Organizational culture develops over time like national or ethnic cultures and in the same way develops its values and behavioral norms.

Organizational culture determines the degree of risk permissible in an organization.

Some organizations, for example, create an “ open ” culture

Some companies

a new idea

employee

correct to question everything

put forward new original ideas

It is more pleasant for someone to work in an organization with a “ closed ” culture

reward

returns home to his personal life

a person comes to work

performs his individual task

others are conservative

clear instructions and

guidelines

employee

reward

There are many approaches to isolating various aspects that characterize and identify the culture of an organization, both at the macro and at the micro level.

So, S. P. Robbins suggests considering organizational culture on the basis of the following ten criteria:

the focus of action

personal initiative

Control

coordination of actions

identity

remuneration system

interaction models

conflict

the degree of risk

managerial support