Quick description and organizational and economic and social analysis of the activities of the Personnel-Service Personnel Center. The specifics of the characteristics of the existing organizational climate of the enterprise, the development of recommendations for its improvement.

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Improving the organizational climate (for example, LLC Personnel Center "Personnel-Service")

• Introduction
• 1. Theoretical approaches to the definition of the concept and content of the organizational climate
• 1.1 Concept, content and essence of the organizational climate
• 1.2 The ratio of the concepts of organizational climate and organizational culture
• "Organizational climate"
• 1.4 Formation factors and methods for researching the organizational climate
• 1.5 ways to build and the way of regulating the organizational climate in the team
• 2. Analytical aspects of the characteristics of the organizational climate of LLC "Personnel-Service"
• 2.1 Brief description of the organization
• 2.2 Organizational and economic and social analysis of the activities of LLC "Personnel-Service"
• 2.3 Specificity features of the existing organizational climate of Personnel-Service LLC
• 3 . Development of a project to improve the organizational climate of LLC Personnel Center "Personnel-Service"
• 3.1 Development of recommendations for improving the organizational climate in the team
• 3.2 Calculation and justification of the socio-economic efficiency of the project
• 3.3. Project Implementation Activities
• 4 . Project security
• 4.1 Organizational measures to improve working conditions
• 4.2 Industrial Safety Activities
• 4.4 Fire safety events.
• 4.5 Evacuation scheme of workers from the room with instructions for each employee
• Conclusion
• The list is usedflining sources
• Appendix A "Methods of a visual-analog scale of the assessment of the organizational climate"
• Appendix B "Methods of a questionnaire for assessing the organizational climate of the collective"
• Appendix in the test method for determining the atmosphere in group A.F. Fidler
• Appendix G Test Methodology "Behavior in Conflict Situations" K. Thomas
• Appendix D. Test methodology for diagnosing personal and group satisfaction with work.
• Appendix E. Diagnostics of the organizational climate of Personnel-Service LLC according to the correlation method of Spearman
• Appendix J. Evacuation plan
• Introduction
• To date, many organizations, enterprises and institutions are trying to determine what distinguishes them from others, what is their features and competitive advantages, why decisions that are cyclingly justified themselves in other organizations bring them damages. Now in Russia you can observe a significant strengthening of interest in the issues of culture as a whole and the culture of the organization in particular. This interest is not only scientists and researchers, but also managers of companies and professional managers who face problems every day, the solution of which requires knowledge in the field of culture of the organization.
• The relevance of the topic is determined by the fact that today many managers pay special attention to the factor of human resource development, noting its decisive role in cost optimization. In this context, such concepts as "climate in the organization" and "organizational culture" are increasingly sound. These concepts are basic, since all interactions in the "organization - personnel" and "manual - personnel" systems are based on them.
• The working team is the most important resource at the disposal of the manual. The human resource is the basis on which the organization is built, a system of production, labor relations. Human resource is a storehouse of new ideas, ways to improve production, profit and further prosperity.
• Success team provides a normal moral and psychological climate in it. The favorable organizational climate of the team ensures the performance of its members, mutual support in achieving the objectives of the organization, collective cohesion. The collective achievement of objectives leads to high results in activities, to ensuring high efficiency of the organization.
• The concept of "organizational climate" has a long history. For the first time he began to use it since 1936. Over time, this concept developed, supplemented and deepened in its components.
• Theoretical studies of the organizational climate phenomenon were reflected in the works of many foreign and domestic authors. Research in the field of organizational climate has been fragmented for a long time, within various sciences: economics, psychology, sociology. In modern conditions in the field of human resource management and in particular the organizational climate, significant material has been accumulated, efficient theories, methods and technologies have been developed. When developing methodological approaches to the formation of the organizational climate, Kurt Levin, V.M. Shepel, Yu.L. Nemeter, V.D. Parygin. The theoretical and methodological provisions of E. Mao, D. Maklaleland, D. McGregor, J. Adams, V. Drama; F. Herzberg, D. McGregor, L. Vygotsky, A. Maslow, E. Lokka, L. Porter, E. Lowler about the general laws of development of motivation and stimulation of labor, on the role of needs and expectations in the motivation of personnel.
• In relation to the organization, the organizational climate is a socio-psychological state of the team, the result of their joint activities and their relationship.
• Object of study - LLC Personnel Center "Personnel-Service"
• The subject of the study is the process of formation and development of the organizational climate of the personnel center.
• The purpose of the graduation project is to improve the organizational climate of the Personnel-Service Personnel Center.
• To achieve this goal, the sequential solution of the following tasks is necessary:
• 1. Consider theoretical approaches to determine the concept of organizational climate.
• 2. Consider the research methodology and the way to regulate the organizational climate in the team.
• 3. To conduct a comprehensive analysis of the state of the organizational climate in the team of LLC Personnel Center "Personnel-Service"
• 4. Develop recommendations and activities to improve the organizational climate in the team of LLC Personnel Center "Personnel-Service".
• The hypothesis is the impact of a favorable organizational climate on the effective activities of the organization and on the relationship in the team.
• Building a favorable organizational climate in the team is a very complex and multi-level process. The role of the head in this case occupies the leading position. If the organization is to increase the status of the theater, and the team to actors, then the head acts as the main director - the director, and how correctly the roles will be distributed, the common goal of the work and the position of the manager will be determined, the prime minister will be so successful.

1 . Theoretical approaches to the definition of the concept and content of the organizational climate

1.1 The concept, maintenance and essence of the organizational climate

The concept of "organizational climate" has a long history. It appeared from the depths of Gestalt Psychology Kurt Levin in 1936. But over time, social psychology began to play a more significant role and, together with this, attention to the organizational climate began to fall.

As can be seen from the definition, the organizational climate is a rather complicated concept that combines several directions in itself. "According to A. Krotovova in 1992, four perspectives in the organizational climate were allocated, which include:

1) Structural perspective - the organizational structure should not contradict the established organizational climate, both between divisions and between individual workers. The organizational climate is, a kind of response to the established structure, its advantages and disadvantages.

2) Perceptive Perspective - the organizational climate acts as a psychologically pronounced description of organizational conditions.

3) Interactive Perspective - includes features of employee interaction, when a certain type of climate can encourage employees to interact and on the contrary, to form alienation.

4) Cultural perspective - the climate can be made up of compromise solutions found as a result of the interaction of employees with each other. During this interaction, each employee partially revises their values \u200b\u200band stereotypes of behavior, which is the basis for the formation of collective values, the norms of behavior, the common space "Krotov, A., the cost optimization: form a culture or regulating the organizational climate [Text] / A. Krotov // Personnel Management. - 2005. - № 5. - P. 24..

Later "V.M. The whisper, representative of the Russian school of social psychology, was allocated three main components, clearly characterizing the composition of the concept of "organizational climate", namely:

1) Social climate, which is determined by the awareness of the general goals and objectives of the organization.

2) the moral climate, determined by the accepted moral values \u200b\u200bof the organization.

3) Psychological climate, that is, those unofficial relations that develop between employees.

The social climate is the high-quality side of interpersonal relations, manifested in the form of a set of psychological conditions that promote or prevent productive joint activities and a comprehensive development of the personality in the group "Krotov, A., Optimization of costs: We form a culture or regulating the organizational climate [Text] / A. Krotov // Personnel Management. - 2005. - № 5. - p. 25.

The social climate is determined primarily by the social origin of the employee who played by them a social role and only then the social goals and objectives, their compliance with the goals and objectives of the organization. The presence of a stable social climate is carried out under the condition that all employees are approximately in one social layer and accept, at least partially, the installation of other colleagues. This component of the organizational climate affects people's ability to work in a team and act agreed. The better the social climate, the easier for people to be "tried."

The most important signs of a favorable social climate: confidence and high demanding members of the group to each other; Friendly and business criticism; free expression of one's own opinion when discussing issues relating to the whole team; the lack of pressure of managers on subordinates and recognition of them the right to make significant solutions for a group; sufficient awareness of members of the team about its tasks and state of affairs when they are fulfilled; satisfaction with the staff to the team; High degree of emotional inclusion and mutual assistance in situations causing the state of frustration from someone from members of the team; Taking responsibility for the state of affairs in the group by each of its members.

"According to V.V. Boyko there are a number of factors defining the social climate in the team.

1) Global macros, i.e. The situation in society, a totality of economic, cultural, political and other conditions. Stability in the economic, political life of society ensure the social well-being of its members and indirectly affect the socio-psychological climate of the working groups.

2) Local Macros, i.e. The organization whose structure includes the employment team. The size of the organization, the status-role structure, the lack of functional-role contradictions, the degree of centralization of power, the participation of employees in planning, in the distribution of resources, the composition of the structural units (sexual, professional, ethnic).

3) physical microclimate, i.e. Sanitary and hygienic working conditions. Heat, Duchot, poor illumination, constant noise can become a source of increased irritability and indirectly affect the atmosphere in the group. On the contrary, well-equipped workplaceFavorable sanitary and hygienic conditions increase satisfaction from labor activity in general, contributing to the formation of a favorable climate.

4) job satisfaction. Of great importance for the formation of a favorable social climate is how much work is for a person an interesting, diverse, creative, whether it corresponds to his professional level, whether it allows you to realize creative potential, to grow professionally. The attractiveness of the work increases the satisfaction with working conditions, payment, system of material and moral incentives, social security, distribution of vacations, work regime, information support, the prospects for career growth, the ability to increase the level of their professionalism, the level of competence of colleagues, the nature of business and personal relations in the vertical team and horizontal.

5) the nature of the activities performed. The monotony of activity, its high responsibility, the presence of risk to the health and life of the employee, stressful character, emotional saturation - all this factors that indirectly can negatively affect the climate in the working team.

6) organization of joint activities. The formal structure of the group, the method of distribution of powers, the presence of a single target affects the social climate. The interdependence of tasks, fuzzy distribution of functional duties, the inconsistency of the employee of his professional role, the psychological incompatibility of participants in joint ventures increase the relationship tensions in the group and can become a source of conflicts.

7) The nature of communications in the organization acts as a social climate factor. The lack of complete and accurate information on an important issue for employees creates fertile soil for the occurrence and spread of rumors and gossip, weaving intrigues and backstage games. The supervisor should carefully follow the satisfactory information support of the organization. Low communicative competence of employees also leads to communicative barriers, an increase in tension in interpersonal relationships, misunderstanding, distrust, conflict. The ability to clearly and precisely state your point of view, possession of techniques constructive critics, the skills of the active hearing create conditions for satisfactory communication in the organization "Boyko, V.V., Social and Psychological Climate of the team [Text] / V.V. Boyko. - M.: Infra-M, 2007. -s. 115.

Thus, the nature of the social climate as a whole depends on the level of group development. It has been established that there is a positive connection between the state of the social climate of the developed team and the effectiveness of the joint activity of its members. Optimal control Activities and socio-psychological climate in any team requires special knowledge and skills from the governing staff. As special measures apply: scientifically based selection, training and periodic certification of management personnel; recruitment of primary groups, taking into account the factor of psychological compatibility; The use of socio-psychological methods that promote the development of effective mutual understanding and interaction skills.

"The second component of the organizational climate, according to A. Krotov, is a moral climate, which is determined by the value ratio of each employee and the values \u200b\u200bof the whole organization. This component must be taken into account at the stage of hiring staff, because the organization understands that a person who does not share its values \u200b\u200band does not fully implement himself in full force, and is the creator of the dissonance in the team, which negatively affects the activities of the whole company. "Krotova, A. , Optimization of costs: form a culture or regulating the organizational climate [Text] / A. Krotov // Personnel Management. - 2005. - № 5. - p. 25.

The moral climate, which established in a specific working group, takes several stages of its development.

In the first stage of the development team, the formal structure prevails: workers communicate in accordance with official behavioral stereotypes, look at each other, genuine feelings are most often hidden, goals and methods of work are not discussed together, collective work manifests itself weak.

In the second stage, there is a revaluation of personal and business Qualities The head, it is an opinion about colleagues, the process of forming groups inside the team begins, a struggle for leadership is possible. Disagreements are discussed more openly, attempts are being made to improve relationships inside working Group. Finally, the "trigger" ends, the informal structure is clearly visible, the team reaches a certain degree of coordination of the actions of its members.

The grouping cohesion arising from this may have a positive, negative or conformistic orientation. In the first case, the Working Group perceives the best business and moral qualities of its members, people are proud of their belonging to this team, emerging problems are solved in business, initiatively and creative. In the second case, most of the energy of the team is spent on participation in conflicts between different groups, informal and formal leaders, clarifying relationships with other units. Production problems are departed into the background.

Conformist orientation is characterized by a purely external, displacement of workers' interest in the results of their employment, indifference to collective efforts. The scope of interests of employees is outside the Working Group: Public and political activities, family, personal problems.

The moral climate of the working group significantly depends on its structure. Structure of the collective, i.e. A realistic set of relationships of the group members arising in the process of joint activity and communication is investigated at two levels - formal and informal. If the formal structure is associated with the official status of the group members, ordered official relations, the informal structure is based on the relationship caused by the psychological qualities of the team members.

The formation of an informal structure is determined by the presence of both objective and subjective factors. To the first one can be considered due to the nature and schedule of work the possibility of contacts between members of the Group, as well as the optimal in the amount of age-age structure, the composition of the Group, which allows to meet the need for interpersonal communication. Subjective factors, in turn, depend on the personality of the head, the individual characteristics of the staff. The ability to pay the team, psychological compatibility, satisfaction of subordinate working conditions, its status and professional role, is affected by the formed spontaneous friendships, mutual sympathies and antipathies.

The head can purposefully regulate the nature of the relationship in the group and influence the climate. To do this, it is necessary to know the patterns of its formation and carry out management activities, taking into account the factors affecting it.

And the third component of the organizational climate is a psychological climate. In the domestic social psychology, the term "psychological climate" first used N.S. Mansurov, who studied production teams.

"According to A. Krotov, one of the first revealed the content of psychological climate V.M. Shepel. The psychological climate, in his opinion, is the emotional color of the psychological relationships of the team members arising from their sympathy, the coincidence of characters, interests, inconsistencies. The psychological climate is made up of the aggregate of interpersonal informal relations with employees. The better these relationship, the more comfortable psychological situation "Krotov, A., the optimization of costs: we form a culture or regulating the organizational climate [Text] / A. Krotov // Personnel Management. - 2005. - № 5. - p. 26.

This problem is very relevant. There are no cases when employees prefer a good team not only more monetary remuneration for their work, but also the prospects for career growth. For many calm at work and positive emotional contacts with colleagues are more important.

But there is another type of people whose life rate is the eternal struggle and conflicts. Disrespect and dismissive attitude to colleagues, egoism, sarcasm, and often frank rudeness poison the atmosphere in the team. At the same time, such personalities, as a rule, and as discharge, excellent specialists of their case, appreciated by the authorities for this quality.

How to combine different types of people within the same team, not letting be to flare up serious disagreements?

If incompatibility problems are obvious, the initiative is needed from above. Noticing the collision, the leadership should not be eliminated from the decision, relying on the maturity of employees. Do not forget that the responsibility for any conflict situations in the company always carries the boss. A good leader must quickly find the right way out through a joint discussion. Subordinates appreciate the possibility of feedback. For them, the participation of the head in the resolution of disputes is a certificate of attention to itself, proof that the problem is not contraded.

In the internal charters and corporate codes of many solid firms there is a provision on business ethics. But not always the prescriptions apply to interpersonal relations, which are exacerbated precisely because of psychological incompatibility. Such disagreements are eliminated in several ways.

First, the conflict can be evincible. To do this, try to avoid situations provoking the emergence of disputes, and not discuss issues generating disagreements.

Secondly, it is possible to smooth the problem. It is important to prevent the manifestations of aggression and fierce, calling for professional solidarity. The motto of this method: "We are all one team, so why to rock our boat?"

Thirdly, you can make a compromise. An alien point of view takes only partially to the degree of suspending conflict.

However, all these methods have their drawbacks, the main of which is a refusal to solve problems provoking interpersonal clashes. Often there is a refusal from more prudent solutions in favor of acceptable existence with colleagues.

It is best to prevent the negative consequences of psychological incompatibility. Families specialists know how social and psychological criteria for compatibility in the team are important. If this condition is satisfied, then the efficiency of activity grows.

Inseutive issues of psychological compatibility and with a set of new people. Their organic entry into the team often turns out to be a difficult psychological task.

In a friendly team, the staff clearly sees and realizes the results of their activities, perceiving it as a common cause, and therefore, high and satisfaction from the work done, uniting people. The climate in a psychologically compatible team affects the solution of other tasks. Thus, English researchers stress note that a warm atmosphere is a powerful anti-stress factor, superior to popular relaxation methods.

"However, according to S. Koverevsky, one should not give the psychological climate too much importance, forgetting other factors of successful activity. One example is the situation of false compatibility.

Often, executives face paradoxical at first glance. Friendly (from their point of view), the long-established team turns out to be low-efficient, losing in competition. As a rule, the reason is in the substitution of concepts. The external infinity and agreement cannot be a psychological ideal, on the contrary, very often this is a sign of apathy and disinterest in the company's activities. There are no interests - there are no disputes and discussions. Personnel simply settles his pants, looking forward to the end of the working day. Such people are extra conflicts to anything. And often, executives make a mistake by betting on confonflial and friendly people, as a result, getting an uncompetitive command.

This psychological compatibility is not only goodwill in relations with colleagues, but also anxiety for the company, identifying its interests with the aspirations of the team. The personnel atmosphere in the team should not relax employees, but to customize them on active activity, in which there is no place for interpersonal conflicts and intrigues. "Kovalevsky, S., Head and subordinate [Text] / S. Kovalevsky. - M.: Exam, 2002. - P. 56..

In addition to the complexity of the organizational climate, the presence of several components in it, it is also situational character, that is, it is formed under certain conditions of activity, in the current organizational culture, depending on certain conditions and factors. Thus, it can be said that the climate is formed involuntarily (not subject to formalization) as a response of people (possibly emotional) to the factors of the external environment, both directly emanating from the organization itself, other departments or from management and independent changes in the Environmental Company. or man himself. To the first one can attribute directives of managers, new appointments, relationships with colleagues, the process itself. To the second group, a kind of factors of macros - a change in the situation in the country, emergency situations, as well as something that happens in the personal life of a person, his family, with his loved ones.

"Since the term" climate "came from geography, then, according to A. Krotov, there is a certain classification of climates in relation to the organization, but in accordance with the analogies with geographic climate typologies on the globe:

Stern (winter) is characteristic of most bureaucratic organizations and organizations-oriented organizations or any economic goal. People in the team operate on the principle of wolves - single;

Moderate (middle strip) - the relationship is not so tense as "in winter", but for a long time to survive in it difficult, conflicts of interest are quite frequent, there is no opinion of unity, it is possible to form "interests for interests" or a game against anyone;

Changeable (sharply continental) - in relatively quiet conditions, more favorable, everything seems to be together, and during disagreements, conflicts, complex situations - "everyone for itself," manifests true characters - it is most likely to demonstrative culture ;

Warm (marine) - people to each other help in difficult minutes and share success and achievements in favorable conditions. The deterioration of the state of the external environment leads to a minor tension of relations, the equilibrium is rapidly restored by the forces of the team itself. "Krotova, A., Optimization of costs: We form a culture or regulating the organizational climate [Text] / A. Krotov // Personnel Management. - 2005. - № 5. - p. 26.

"Talking about the impact of the organizational climate on the motivation of employees, Yu.L. Nemer distinguishes the following types of climate, which are most common in organizations:

Focused on people and teamwork ("Balance");

Highly competitive focused on high performance ("blazer").

It follows that various types of climate lead to different motivation results. The "British" climate causes motivation to power, the "Balance" stimulates the motivation associated with collaboration in the team, "Blazer" awakens motivation focused on achievements. Here it can be argued that the working groups (teams) operating in a climate with motivation aimed at achievements will demonstrate the highest performance compared to other groups »Nemer, Yu.L. Socio-psychological climate of the collective [Text] / Yu.L. Nemer // Socis. - 2003. - № 11. - P. 21..

"According to T.O. Solomanidine organizational climate can define the following factors:

1) Practice of leadership. The most important and defining team is the daily behavior of the head. There are six major leadership styles:

Forcing style - the approach "Do what I say" can be very effective in a situation of withdrawal from the crisis, a natural disaster or when working with problematic employees. But in most situations, the forcing style reduces the flexibility of the organization and shuffles the motivation of employees;

Caring style - a sign of a caring leader - this is the "main thing" attitude;

Democratic style - the influence of this style is two-way: on the one hand, there is freedom and participation in decision-making, which allows you to generate fresh ideas, but on the other hand, these are endless meetings and confused employees who feel the lack of leadership;

Expert style - a leader that tasks high performance standards, and himself, showing them, causes a positive impact on other employees;

Coaching style - this style concentrates more on personal development than on direct work tasks. It works well when employees already know about their weaknesses and want to "improve", it is not when they resist to change.

Each of the listed styles is based on various competencies of emotional intelligence, suitable for specific situations and affects the organizational climate with different paths.

2) Organizational installations. Acts as a formal organizational structure, including the specifics of tasks and works; Motivation system, domestic policy and procedures; Selection and placement of frames.

3) External environment. State regulation, Economic conditions, Competition in the industry and existing technologies. All this creates pressure on norms, values \u200b\u200bthat develop within the organization and manifest themselves in the definition of organizational climate.

4) Strategy. When the development strategy is existed to employees and is perceived by them, it has a decisive effect on the organizational climate.

5) The role of the history of the organization. The history of the organization has a strong impact on its climate. Methods of colliding with crises and exit from them - all this affects the perception by employees of its surroundings »Solomanidine, T.O., organizational culture and climate: interdependence and impact on the efficiency of the team [Text] / T.O. Solaomanidine // Personnel Management. - 2005. - № 4. - p.35. .

Thus, it can be said that the concept and content of the organizational climate is not considered as a purely separate unit. The organizational climate acts as part of the entire culture of the organization as a whole, which affect the factors of the internal and external environment of the organization. The climate is of great importance for the activities of a particular organization, as well as for the relationship between the collective operating.

1.2 The ratio of the concepts of organizational climate and organizational culture

Culture in the universal sense is a historically certain level of development of society and a person, expressed in the forms of organization of life, as well as in the created material and spiritual values.

"According to S.V. Rogozhin Social Organization is the association of people created to perform defined functions. The basis of the organization is its team. It is known that the organization with chaotic relationship between people unmanageable, therefore, is incapable of effective activities and is doomed to the ambulance "Rogozhin, S.V., Rogozhina, T.V., theory of organization [Text] / S.V. Rogozhin, T.V. Rogozhina. - M.: Delta, 2003. - P. 8..

Social organization is inherent in the presence of such concepts as "organizational culture" and "organizational climate", which define the foundation and the main relationship between members of the labor collective.

In scientific literature, there is no definite agreement on the issue of the concepts of the concepts of "organizational culture" and "organizational climate". Many scientists who study this area cannot judge the identity of these terms. "According to E.D. Malinina to overcome methodological uncertainty, there is a comparative analysis of these two categories based on the various conclusions of many authors, which is presented in Table 1.1. Malinin, E.D., Organizational Culture: Foreign experience [Text] / E.D. Malinin // Economy and the organization of the industry of Russia. - 2002. - № 11. - P. 113-115. .

Table 1.1 - Comparative analysis of the concepts of "Organizational Culture" and "Organizational Climate"

In accordance with this comparative analysis, it can be said that the authors identify the key difference in organizational culture from the organizational climate in the fact that culture characterizes the real state of affairs in the company, and the climate is how employees feel and perceive this position of things.

The organizational climate and organizational culture are two terms, which serve to describe the characteristics complex inherent in a particular organization and distinguish it from other organizations.

The organizational climate includes less stable characteristics, more exposed to external and internal influences. With the general organizational culture of the organization, the organizational climate in two divisions can vary greatly. Under the influence of organizational culture, the causes of contradictions between managers and subordinates can be eliminated.

The main parameters of the organizational climate are:

1) management values \u200b\u200b(values \u200b\u200bof managers and the peculiarities of the perception of these values \u200b\u200bby employees are important for the organizational climate, both in the framework of formal and informal groups);

2) economic conditions (a fair distribution of relations inside the group is very important here, whether the team participates in the distribution of premiums and promotion of workers);

3) the organizational structure (its change leads to a significant change in the organizational climate in the organization);

4) characteristics of members of the organization;

5) the size of the organization (in large organizations a large rigidity and greater bureaucracy than in small, creative, innovative climate, a higher level of cohesion is achieved in small organizations);

5) Management style.

"Organizational culture according to T.OO Solomanidine is a complex of the most stable and continuously existing characteristics of the organization. Organizational culture unites values \u200b\u200band norms peculiar to the organization, styles of management procedures, the concept of technological social development. The organizational culture sets the limits in which a confident decision-making on each level of management is possible, the possibilities of rational use of the organization's resources, determines the responsibility, gives the direction of development, regulates management activities, contributes to the identification of employees with the organization. The behavior of individual workers is under the influence of organizational culture. Organizational culture has a significant impact on the effectiveness of the organization's activities "Solomanidine, T.O., organizational culture of the company [Text] / T.O. Solomanidine // Personnel Management, 2003. - No. 4. - P. 12..

"According to T.O. Solomanidine exist the following main parameters of organizational culture:

1) focus on external (customer service, orientation for consumer needs) or internal tasks. Organizations are focused on meeting the needs of the consumer, have significant advantages in the market economy, is distinguished by competitiveness;

2) the focus of activity on the solution of organizational tasks or the social aspects of the organization's functioning;

3) measures of readiness for risk and introducing innovations;

4) the degree of preference for group or individual forms of decision making, that is, with a team or individually;

5) the degree of subordination of the activities in advance drawn plans;

6) pronounced cooperation or rivalry between individual members and groups in the organization;

7) the degree of simplicity or complexity of organizational procedures;

8) Measure of the loyalty of workers in the organization;

9) the degree of awareness of employees about their role in achieving the goal in the organization

Properties of organizational culture:

1) collaborative work forms an idea about organizational values \u200b\u200band ways to follow these values;

2) Community means that all knowledge, values, installations, customs are used by a group or labor collective for satisfaction;

3) hierarchy and priority, any culture represents ranking values, often the main values \u200b\u200bof society are often the main for the collective;

4) Systemity, organizational culture is a complex system that combines individual elements into a single integer.

5) The influence of organizational culture on the organization's activities is manifested in the following forms:

-Itentification by employees of their own goals with the objectives of the organization through the adoption of its norms and values;

-The normalization of the norms of the desire to achieve the goal;

-Foformation of the organization's development strategy;

- union of the process of implementing the strategy and evolution of organizational culture under the influence of the external environment (the structure changes, therefore, the organizational culture is changing) "Solomanidine, T.O., organizational culture of the company [Text] / T.O. Solomanidine // Personnel Management, 2003. - No. 4. - P. 13..

There are a large number of assumptions and judgments regarding the ratio of the concepts of the "organizational climate" and "organizational culture". One such assumption is that the organizational climate precedes the emergence of organizational culture. At the stages of creating and initial growth, the climate is in its core and is initially a rod of sustainability, since there is still not enough time to form an organizational culture. Primary mechanisms for the implementation of the cultural bases create a climate of the organization, which over time passes into the organizational culture becomes part of it.

The reasons for the transition of climate in organizational culture are quite easily explained. When creating an organization, the priority goal is survival. Consequently, at the stages of creation and initial growth, the organizational climate suggests dosage controlled changes, and therefore rejects strategic planning. The most important properties here are dynamism and flexibility. Then in response to instability conditions, the organizational climate reveals the property of reactivity. And, finally, trying to stabilize, balance the problems of external adaptation and internal integration, but, possessing unstable characteristics, subject to various influences, the organizational climate develops into an organizational structure, which in this case, first of all, will realize its stabilization function, contributing to cohesion.

Next, the organizational culture, being a socio-spiritual field of the company, begins to influence and may even re-form the organizational climate. But in the organization on these stages of development (maturity, abbreviation), the organizational climate is developing, as a rule, in a variety of different divisions, and it can be absolutely different. Therefore, if organizational culture cannot be adjusted, smooth out the differences between them, subculture will be formed in the organization, and perhaps the countercultures. The formation of subcultures is acceptable to an organization, but the presence of a counterculture with an undesirable consequence.

The transformation of organizational culture is a long process, the influence on which is always mediated and requires a rather deep reflection on the characteristics of its organization.

"Having submissions about the concepts of organizational culture and organizational climate, according to A. Krotov, you can make them comparison in accordance with several points of view or approaches:

1) The climate is part of the culture that is part of its composition at the level of values, goals, installations, norms of behavior. The climate cannot contradict the type of organizational culture. From this point of view, we can talk about the inseparable connection of these concepts, which is most fully reflected in the classification of organizational climates, although in fact it is a classification of cultures, as it is characterized to a greater degree of attitude of the organization to their employees, a system of valuables and behaviors, And not the socio-psychological state of the team in the organization.

Personality-passive climate, when a worker feels a caring attitude towards him from the organization as a person, but low demands. The main rule of life in such groups is not to change anything, no one will hurt anyone, "not sticking out."

With an impersonal climate, organizational control also does not burden the employee. The team decays to many units, each of which lives his life. The personality of the employee does not interest the administration.

With an impersonal climate, the employee is provided with tangible incentives, but strict requirements are presented. The roles here are strictly defined, and there are not many opportunities to show individuality. About the employee judged "published".

Personality climate is distinguished by concern for the development of the personality of the employee, about its successes and self-realization. However, privileges go only those whose abilities and activities meet the objectives of the organization.

2) the second approach is based on the point of view that the climate is a specific form of subculture for each individual division, department, a team, spontaneously emerging in the process of interaction between colleagues in the same department (sometimes not even depending on the policy of management - the rejection of each other by people, did not get along); Employees of various departments of the same level (contact of worldviews, perception of departments in relation to each other) and employees and management of the organization as a whole (the response of people to the decision of the head and the culture created by them and the type of behavior). Here we can say that the climate is developing almost independently of the culture, only its individual manifestations affect its condition.

3) The latter was the approach from the point of view of the total database of these phenomena, which intersect in the socio-psycho-economic space of the company on the segment "Social climate - values". Crossing, they mutually flow each other, creating a cultural field of the company. Organizational culture, for its part, brings the basis for the cultural field and external attributes, helping employees better join it. And the climate affects the mutual understanding of the staff their psychological compatibility. As for valuables and goals, they are formed and under the influence of a collective factor - culture, and under the influence of an individualistic climate factor. Values \u200b\u200bcan be called a two-factor function, which is important to know the head of the organization, since when making decisions, it is always necessary to take into account the values \u200b\u200bof the staff and the factors of their generators "Krotov. A., cost optimization: form a culture or regulating the organizational climate [Text] / A. Krotov // Personnel Management. - 2005. - № 5. - P. 27..

Thus, it can be said that each of these concepts (approaches), when comparing the concepts of organizational culture and organizational climate, has the right to exist, since there is no generally accepted opinion on their interpretations, and there is only an analysis from different points of view.

1.3 Socio-psychological climate of the organization as synonymous « organizational climate »

The organization is a union of people created to achieve their goals. The basis of the organization is a team, people who carry out their activities, appropriate to the goals and objectives of the Organization, form a system of relationships among themselves.

The socio-psychological atmosphere in the team plays a fundamental role in building the effective activities of the labor collective. The system of relationships between employees of the organization is an organizational climate existing in a certain organization.

Based on different points of view regarding the definition of the concept of organizing climate and its relationship with organizational culture, it is possible to draw conclusions that these two concepts are basic in the system of socio-psychological atmosphere in the team.

The organizational climate is defined as the social and psychological state of the team, the result of the joint activity of people, their relationship determined not so much objective conditions as the subjective need of people in communication and its satisfaction.

"The social and psychological climate of the team, according to A. B. Vladykina is a system where all the elements are interrelated and where elements of a higher order system are closely linked to the other (external and internal environment of the organization, demographic and personality characteristics of people). The interaction of these elements affects the activity of the team, and it, in turn, on the production and social results of activities that determine the nature of the internal and external environment of the organization, »Vladykin, A.B., Social and Psychological Climate of the team: Theory and Study Methods [Text ] / A.B. Vladykin. - M.: Science, 2003. - P. 42..

Social psychology considers the team as a special quality of the Group related to the general activity. This special quality is a product of the development of groups existing within a certain system of social activities.

"According to N.G. Tolmachev, you can highlight the main characteristics that are indicated by various authors as mandatory signs of the team.

First of all, the team is the association of people in the name of achieving a certain, socially approved goal (a team cannot be although a cohesive, but an antisocial group, for example, a group of criminals).

Secondly, this is the voluntary nature of the association under which such a characteristic of the group is understood when it is "asked" not only by external circumstances, but is for individuals, in it incoming, the system of actively constructed relations, on the basis of the overall activity.

The essential feature of the team is its integrity. This is expressed in the fact that the team acts as a system of activity with the organization inherent in it, the distribution of functions, a specific structure of manual and management.

Finally, the team is a special form of relationship between its members, which provides the principle of personality development not against the development, and together with the development of the collective .G. Tolmachev - Minsk: Iskra, 2001. - P. 28..

There are several "models" of the collective development, each of which fixes the special stages in this movement.

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Ministry of Education and Science of the Russian Federation

Federal State Budgetary Educational Institution

higher professional education

"Bashkir State University"

Institute of Entrepreneurship Management and Safety

TEST

by discipline "Theory of organization»

on the topic "Organizational climate organization»

Course 1 Group of GMU SZ-11-13

Nikolaev Artyom Andreevich

Checked: Associate Professor Polianin O.A.

1) organizational climate

The organizational culture of any company is developing and varies with time, but still quite stable and stable. The climate is more flexible and changing the "substance". Consider more of its characteristics and learn how to conduct its research.

Organizational culture is a system of values \u200b\u200bthat form staff attitude to an enterprise, a set of rules (including informal), on which it works. It is known that the organizational culture consists of the following components:

* The philosophy of the company's existence, defining its attitude to employees and customers;

* dominant values \u200b\u200bof the enterprise, which set the goals of its existence and means of their achievement;

* norms and principles of employee relationships;

* Rules for which "game" is being conducted in the company;

* The climate of the organization, manifested in how employees perceive and evaluate the place where they work.

If culture tends to spread within the company as a whole and is divided by a majority of its representatives, the climate defines patterns of behavior, relationships, emotions and senses of individual people working in the enterprise. The organizational climate is thus one of the manifestations of the company's culture.

Researchers of the orgclimat believe that it depends mainly from factors such as the size of the company, its structure, the style of leadership and the complexity of the management system. George Litvin and Richard Stringer describe the six main characteristics of the climate of any organization:

* Flexibility - Freedom of employees in the manifestation of initiative and in the introduction of innovation;

* personnel responsibility in relation to the organization;

* Evaluation by employees of the remuneration system;

* Clarity and unity of understanding facing the tasks and its values;

* Devotion of employees of the general purpose of the organization;

* The level of understanding and accepting the rules and standards established by the Corporation.

The organizational climate includes an emotional and motivational component, and in this regard intersects with the concept of a psychological climate, which is determined by the individual psychological characteristics of the person, the behavior of a person at work, the perception of an employee of himself and his colleagues as team members, the professional community, informal groups.

Psychological climate

The clear definition of the psychological climate was given by the American Researcher Balts (2001): This is an idea of \u200b\u200ban employee about organizational practice and procedures affecting its activities in the company and determine the level of motivation and satisfaction with the workplace. IN lately Such a climate description is complemented by the communicative component. According to this theory, employees, communicate, transfer each other ideas about the work environment, thereby change their own perception, which affects the psychological climate of the organization.

Thus, the psychological climate is the part of the corporate culture, which is associated with the interests of people, their emotional perception of both the company as a whole and its workplace, colleagues, head. This is a movable component of corporate culture, and she "lives and breathes" with the staff, changes depending on the situation, mood, the presence or absence of conflicts, the appearance of signs of an external threat, in the form of a crisis, for example. In addition, the climate depends on the understanding of the employees of the context of the organization, the ability to interpret and analyze events, as well as collective beliefs and ideas.

Jones and James in their multifactorial analysis system of psychological climate define the following factors:

* Role stress and workplace characteristics;

* Characteristics of the organization and division;

* degree of leadership support and control;

* Group cooperation level.

Undoubtedly, one of the indicators of a healthy climate is the cohesion of the team, namely: the presence of common values, a single understanding of the goals and objectives, the proximity of the ideas of people on professional and organizational issues, emotional acceptability, satisfaction with the relationship between the company's employees in general and individual formal and informal groups.

The most important factors determining the psychological climate are the management style and the selection and placement system of managers. The personality qualities of the head, management methods, as well as the individual features of the members of the managers team are influenced by the atmosphere. They depend on the degree of delegation of powers, the framework of personnel selection, features of the system of rewards and punishments, the level of personnel awareness about the purpose and planned changes, the possibility of promoting the service, the specifics of the organization of basic business processes. It is important that employees understand the long-term prospects for the development of their enterprise and knew what the company achievements, individual divisions and specific people.

A significant role in the formation of climate is played by the motivation system - both monetary and non-monetary. It is important not only the presence of rules for which labor is paid, i.e. The system in itself, and its justice, reliability and transparency. It is necessary to clearly define, in what cases will be accrued to different kinds of bonuses and the allowance for wages, And the decision on their size should be made not at the level of friendly relations, but to carry ordered, unequivocal.

The possibilities of development and career growth is an undoubted motivating factor that determines the climate in an organization that attracts new employees. Along with an objective personnel assessment system, which is necessary for professional growth In the company, such an opportunity should be based on their own abilities, skills and leadership potential of workers. This creates healthy and productive relationships between team members, managers and subordinates.

It is important to establish a normal system of adaptation of newcomers, in particular, informing about the rules and standards of corporate behavior. It is also necessary to raise the responsibility of the direct chief and the team as a whole for passing test period employees. Thus, in some companies, the head bonuses in a certain part depends on the effectiveness of its mentoring activities, which is assessed by the success of adaptation by newcomers of the department and the indicator of staff sustainability during the first year of work.

Climate Assessment

The study of the psychological climate helps to describe the moral and ethical aspects of the social contract between the employee and the organization, determine the degree of personnel involvement, to identify the reasons for the stress of employees in the workplace, the level of abssent course and turnover, to find ways to increase the productivity of activities and understand the peculiarities of the perception of people of professional life in the company . Conducting such surveys makes it possible to increase the effectiveness of HR policies and procedures and affects the return on investment in personnel (HR ROI). The climate is directly affected by financial results Companies: good indicators are committed to leaders whose management style is positively affected by the psychological climate. And although the effectiveness of activities is largely determined by economic conditions and competitive situation, it is largely dependent on climate in the organization itself. And this is too much the magnitude to ignore it.

An assessment of the organizational and psychological climate is carried out in the form of anonymous survey of employees, the results are subjected to statistical processing. The numerical assessment itself is not too informative. It should be borne in mind that the survey, especially in the company for the first time, can generally give unreliable results: employees often fear to respond honestly. To draw conclusions, you need a picture in dynamics. How effective measures to build the desired corporate culture and the creation of a specific working atmosphere can only be seen by changing points from a survey to a survey.

Questionnaires aimed at studying each of the climate components may include similar issues, however, with differences in wording, depending on the approaches to the study-organizational or individual. The first suggests the study of the working environment in general, and questions or approval should relate to the entire company and all employees. For example: "Work on our enterprise requires a very large set of skills," "People in our company are very overloaded." When studying climate at the individual level, involving the orientation on own experience Human, the features of his personal perception of their workplace and the organization as a whole are revealed. In this case, questions or allegations should relate to the professional activities of the employee: "My work requires large number Skills "," Often I am very overloaded. "

With the obvious interconnection of the perception of the general organizational situation and the researchers in this context, researchers are shown that the answers to similar issues specified in the individual and organizational venerer can vary greatly. In addition, these two aspects of climate affect the degree of employee satisfaction with the workplace.

Questions or allegations of an analysis questionnaire should be understood by the participants unambiguously (see the table). This provision may seem obvious, but in 75% of cases it is not performed. Therefore, it is necessary to pre-conduct at least two-stage selection of questions - by finding out the opinions of experts and testing the questionnaire at the sample of the staff of different levels.

It is better when questions from different blocks are mixed with each other, or that their number in blocks differ slightly.

Studies should guarantee the anonymity of the participants.

This provision does not require special explanations. Questions related to personal personal data should be placed at the end of the questionnaire, and there must be a minimum amount, because they can cause an ambiguous reaction, up to refusal to participate in the study.

Climate monitoring should be carried out once a year if there are no special indications for more frequent use, such as high personnel turnover in separate units and low stability of certain personnel categories, say, young professionals. Then you need to conduct a survey on the target sample more often. And the timing is planned due to the expected flowing bursts or the stages of the project, which should change the degree of satisfaction of target categories.

Questioning or interviewing when dismissal may also serve as a source of preliminary climate information in the organization. Leaving the company, employees tend to concentrate on negative factors forcing them to decide it. This is a mechanism of psychological protection: a person needs to find the maximum number of arguments in favor of the correctness of his step. Therefore, the results of the survey in this case will be somewhat underestimated. It should be borne in mind that a person in the course of such a study relies on personal experience and is inclined to describe it, so the data obtained will characterize the psychological climate than the organizational one.

With all these restrictions, high-quality climate analysis will help detect problems in the organization, as well as suggest the way to modify the research itself. So, knowing that there is a reason that forced one or several employees to quit, you can enter the appropriate additional questions in the questionnaire developed for general-corporate monitoring, and understand how this factor affects the organizational and psychological climate of the company as a whole. However, introducing additions to the questionnaire, you should put them in a separate unit and analyze separately without changing the regular questionnaire structures, since monitoring data must be comparable from year to year.

2) Adjustment of organizational structures

Bringing the structure of the organization in accordance with the changed conditions is one of the most important management tasks. Organizational transformations are not carried out until the solid confidence appears in the fact that there are serious reasons for this that cause them. Some situations can be called when the costs of adjusting the structure or the development of a new project are justified.

Unsatisfactory functioning of the enterprise. The most common cause of the need to develop a new project of the Organization are failures in the implementation of traditional measures to reduce cost growth, improving productivity, expansion of tapering domestic and foreign markets or attracting new financial resources.

Overloading top management. Some enterprises are able to function satisfactorily only by the cost of overloading the work of top managers. If obvious measures to change the methods and control procedures do not allow to reduce the load of managers, do not lead to tangible results, the redistribution of rights and functions is becoming a very effective means of solving this problem, adjusting and clarifying the forms of the organization.

Lack of orientation to the perspective. The future development of the enterprise requires the highest leaders of strengthening the attention of strategic objectives regardless of the nature of the enterprise and the kind of its activities.

Disagreements on organizational issues. Every experienced leader of the highest rank knows that the stability in the organizational structure of the enterprise, as a rule, testifies not so much about the inner harmony, how much about the successful solution of conflict situations.

Rising activity. With an increase in the size of the enterprise, there is a need for structural transformation even in conditions of a stable product range, stable production processes and sales. If the structure remains unchanged, it makes it difficult to coordinate, the leaders will be overloaded, the functioning of the enterprise will deteriorate.

Association of business entities. The merger of two or several enterprises necessarily makes changes to the organizational structure. The combination of small in size of economic units usually affects the structure of the organization to a lesser extent, but if such a merger occurs for quite a long time, changes in the main structure become inevitable.

Change management technology. Scientific achievements in the field of management have an increasing impact on modern organizational structures and processes. New posts and functional units appear, decisions are changed.

External economic situation. Most industrial enterprises Located in a constantly changing economic environment.

Each of these circumstances leads to changes in the organizational structure and may indicate the need to revise the main strategy of the enterprise. Neither the strategy nor the structure can be installed independently of each other. Nevertheless, priority is given to tasks, goals, allocation of resources and basic programs that make up the company's strategy.

organizational Culture Personnel Motivating

3) organization of organization purposes

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Delil three most common types of culture: market, bureautical, clan. Market culture is based on the dominance of value ratios. Manual and staff of this type of organizations are guided mainly on profitability. Bureaucratic culture is based, as a rule, on the system of power, carrying out the regulation of all the activities of the enterprise in the form of rules, instructions and procedures. Clan culture is an element of informal organizations, is a supplement to the two above. People in such an organization are united by any shared value of all valuables. 4.4. Organizational culture and organizational climate of the company Many researchers and managers pay attention to the study of organizational culture, and not an organizational climate, not realizing that these two phenomena are very closely interrelated and interconnected. In some works, they are simply identified. In another group, research climate is replaced by intra-organizational communication and the study of modern information technologies on it. At the same time, communication as a way to communicate and transmit information does not disclose the features of interpersonal relations in the organization, regardless of whether it is a classical management of communications or communication through the use of technical means of communication. "Organizational climate" and "Organizational Culture" are two terms, which are used to describe the characteristics complex inherent in a particular organization and distinguish it from others. Unlike organizational culture, the organizational climate includes less sustainable characteristics, more exposed to external and internal influences. For example, with the general organizational culture of the company, the organizational climate in its two departments may be different. Suppose it is connected with a tough, authoritarian, sometimes just a gross style of the management of one of the heads of the department recently entered the company. If the culture of this company assumes 101, the presence between managers and subordinate relations characterized by mutual respect, democraticness, wide delegation of authority and responsibility, then over time, the higher leads will pay attention to the climate in this department and on behavior of his alkalin, which will come into contradiction with the standards established in the Organization. Therefore, at first the reasons for the contradictions will be eliminated: the head of the department will either resign himself, or will be forced to change the management style, or will be fired, and then the climate in the department will come in accordance with the culture of the company. Various authors, giving the definition of the organizational climate, invest in it one or another set of the most important components of the climate understanding in the narrow or widespread sense of the word. The basic is the following definition: organizational climate (socio-psychological climate, production climate) - a set of sustainable characteristics that describe a specific organization that significantly affect the behavior and emotional state of its members. To describe the organizational climate, a number of parameters are used:  Structure (degree of formal structure);  Risk degree when making decisions;  Remuneration tactics;  Promotion opportunities;  attitude of management to employees;  attitude of employees to management;  Emotional atmosphere. According to I. Ansoff, the organizational climate from the standpoint of strategic management is considered as a leadership desire to react in a certain way: welcome changes, control them or try to avoid. D. Matsumoto considers the organizational climate as partitioned by members of the organization's perception of organizational policies, practices and procedures, as well as what people feel about this. Such a formation, the organizational climate is related to the general perception of something, as "are in general", shared by members of the organization, to the perception of its policies, practices and procedures. In addition, this term reflects some nuances of the emotional climate, i.e. how 102 people usually feel in normal, everyday business practices. The author is convinced that the best climate can be understood as such a manifestation of organizational culture, which belongs to deep, weakly conscious values, relations and values. Under the term "organizational climate" is understood as the scheme for the distribution and design of work, the quality of these works, depending on the level of problemability for the employee, the results achieved, the level of the company's bureaucratization, the relationship of managers and performers in the process of performing work, the involvement of the individual in the efforts of teams and working groups . The organizational climate is due to the nature of the work, which the individual is involved in the process of its execution and design, with the fact that the type of feedback takes place in the company (including the system of assessment and certification), what is the remuneration system. In fig. 5 shows the system of influence of the organizational climate to work the organization. Leadership Practice (Leadership Style) Role of History Strategy Organization Organizational Climate Structure Recognition Standards Support Responsibility Obligation Motivation Customized and Group Labor Results Figure. 5. Model of the organization of the organization 103 Organizational climate - the overall feeling of unity and mutual understanding, and the physical organization of the space that contributes to unhindered communicative flows, and the style of information influencing the subsequent behavior of the employee, and forms of information transmitting information dependent in including from the style of the organization's leadership. An unfavorable organizational climate is often due to the social or communicative incompetence of the head or the result of existence in the group of an informal leader, disorienting workers and destructive unity. An analysis of the above definitions of the organizational climate allows you to identify a number of indisputable and most frequently mentioned components: attitude, perception, atmosphere, risk, role modeling, etc. The concept of the organizational climate has already been there for quite a long time in the field of industrial and organizational psychology. The first articles relating to the organizational climate and its relationship to production behavior appeared in 1939. This concept was determined by the psychologists of J. Litvin and R. Stringer, and subsequently, D. McCleland and his colleagues were clarified. The organizational climate belongs to six key factors that affect the working atmosphere in the organization. It was he who, according to the researchers, determines its flexibility: how freely the cooperations feel, they can make something new, without unnecessary bureaucracy; responsible for the organization; level of standards installed by people; Feeling the accuracy of feedback and justice awards for the results obtained; The clarity that people have regarding Mysiai and Values, and, finally, the level of commitment to the common goal. In 1968, the book R. Tagiuri and D. Litvina "Organizative Climate: Using the Concept", and in 1990 - the work of B. Schnaydera "Climate and Culture", in which the climate is defined as a feeling, The physical composition of the group and the characteristic interaction of the organization's members with each other, clients and other supporters. The study of the organizational climate gave rise to the so-called municipal theories of the "fields". The meaning of these theories is that both the psyche of a person and social group - Stressful systems, fields, where 104 there is an unstable balance between encouraging and abstracted forces, and even a small factor of the external environment or the situation can cause avalanche reaction. At the same time, the state of each part of the field depends on each other. To obtain an effective forecast, it is necessary to distinguish and stimulating, and deterrent (type of group norms) factors. On the threshold of changes, the system is all the more in the unstable equilibrium. Large manipulations may be ineffective, and small ones based on the tension factor using channel changes (approval - disapproval, the absence is the presence of an incentive) of information, may be effective. For example, the information received information on the remuneration of innovative ideas, the presence of sponsors, ready to maintain these ideas, and the support of innovation will create an organizational and psychological field to determine the creative innovative ideas and the successful formation of an adhocratic organizational culture - the culture of innovation and creativity. For the further development of such an organizational climate, the following measures can be proposed: 1. Support for the managers of new productive ideas. In this case, failures are not considered as a failure, which is typical of indirect profit companies. On the contrary, conditions are created for continuous generation of ideas. 2. Permanent testing of the proposed ideas, experimentation. It is necessary because the creation of new types of products and the service is not at a time, but is the result of a series of samples and errors. Therefore, in an organization, it is necessary to create an atmosphere tolerable to errors and failures. 3. Organizational guarantees of the possibility of a free creative solution of problems that are not constrained by departmental barriers, i.e. Innovation Innovators must be confident in the ability to create, without falling on the so-called spheres of interests of certain units of the organization. 4. Availability of sufficient human and cash resources to support innovations and, not less important, free access to these resources. 105 5. Continuous formation of small interdisciplinary working groups (or teams), "hacking" with their traditional initiatives, often coexist corporate structures . In such groups, an informal atmosphere, a relaxed atmosphere, reigns. 6. Understanding that innovation, creativity can not be ascended by force, in an ordinary order. This can be done only on a voluntary basis, for which everyone can try themselves in entrepreneurship, and exercising their own original projects, which, naturally, should fit into key organizational goals. 7. Fair reward of innovative efforts. 8. The presence of people (supporters, sponsors), not only supporting innovators, but also flexibly suitable for issues of nomination of new goals and landmarks. 9. Complete adoption and support of the highest leadership of the organization of innovation activity. As you know, there are three levels of study of organizational culture: superficial, level of proclaimable values \u200b\u200b(sub-vectors) and deep. Based on the definition of this D. Matsumoto, the climate can be understood as a manifestation of organizational culture at the depth level. But is it really? After all, this level of study includes basic assumptions that are difficult to realize and study, i.e. Hidden and taken on faith. These include the features of perception, thoughts and feelings, subconscious beliefs and represents. At the deep level, elements of the organizational culture in the minds of employees are fixed and, therefore, its stabilization function is implemented, which then contributes to cohesion. Regarding the organizational climate, this is true. It is empirically proven that the organizational climate is more dynamic than organizational culture, and can be changed in a relatively short term. Values \u200b\u200bon the deep level are not measurable. But, as the studies of the Harvard School of Business, held by J. Litvin and R. Stringer, the organizational climate and its constituent can be changed with sufficiently high accuracy. In addition, the climate is always brightly pronounced in the company. The above arguments make it possible to substantiate that the climate is manifested and should not be studied on the deep level, but on superficial and subsurface level 106 levels. Thus, the organizational climate is easy to feel, but it is more difficult to analyze, since it expresses individual and group installations and, it means, it proclaims only those norms that have already passed a social inspection in consciousness, and they have made a decision on acceptance or non-acceptance. The organizational climate precedes the emergence of organizational culture. At the stages of creating and initial growth in the organization, the climate is as it were, in its core and is initially a rod of sleep, since there is still not enough time to form an organizational culture. Primary mechanisms for the implementation of the cultural bases are created by the climate of the organization, which over time moves to the organizational culture, becomes part of it. To such primary mechanisms B. Schneider, in particular, relates: 1) to pay attention to what evaluate and control the leaders; 2) as leaders behave in critical cases and in organizational crises; 3) objective criteria for the distribution of scarce resources; 4) conscious role modeling, training and mentoring; 5) objective criteria for determining the level of remuneration and status of the employee; 6) Objective criteria for hiring, selection, promotion, translation and dismissal of employees of the organization. The reasons for the climate transition to the organizational culture are sufficiently easily explained. When creating an organization, the priority goal is survival. This is really the most important target at this stage, since according to statistics, 50% of organizations cease their existence during the first 8-11 months after the start of its activities. Consequently, at the stages of creation and initial growth, the organizational climate suggests dosage controlled changes, and therefore rejects strategic planning. The most important properties here are dynamism and flexibility. Then, in response to the lack of conditions, the organizational climate detects the properties of reactivity. Finally, when trying to stabilize, to balance the problem of external adaptation and internal integration organizational climate, possessing unsustainable characteristics exposed to various personal sorts of influences, develops into an organizational culture, which first of all will implement its stabilization function, while solving cohesion. Next, the organizational culture, being a socio-spiritual field of the company, begins to influence and may even re-form the organizational climate. But in the organization on the data stages of development (maturity, reduction), the organizational climate is developing, as a rule, in a variety of various divisions (departments), and it can be absolutely different. Consequently, if the organizational culture does not adversely adjust, smooth the differences between them, then in the organization will be formed subcultures, and possibly a counterculture. The existence of subcultures is a natural element of any culture, but the existence of countercultures is undesirable. 4.5. The diagnosis of organizational culture is even recently for many leaders of Russian companies, the situation "Corporate culture" had the same meaning as "diagnosis of karma". However, the situation changes. Some begin to regularly measure it, it would seem that there would be an abstract concept and thus make it more understandable and useful for business. There are two main methods for the diagnosis of organizational culture:  The ideographic, which is based on qualitative methods (analysis of documents, deep interviews, monitoring, etc.);  Formalized - quantitative methods to determine the content side of the organizational culture. One of the techniques for the diagnosis of organizational culture is the coordinate system of Hofsted, allowing to comprehensively research the strengths and weaknesses. The coordinate system includes the following characteristics: 1) Individualism and collegiality - manifest themselves in the regulatory of behavior: individualism - in maximum freedom, collectibleness - is that a person is a unit of the team. The style of leadership in relation to the labor collective, the level of cohesion group in the organization, which should be determined; 108 2) The zone of power - reflects the inequality among employees. It is necessary to study the attitude of employees to inequality (social status, hierarchical approach to management), means of consistency, communication, conflict strategies, readiness for inequality, login; 3) The elimination of uncertainty - reflects the degree of formalization in the organization (paperboard), as information is formed, for all or not. It is necessary to analyze the official instructions, protocols, charters, explore the socio-psychological climate with the focus on the clearness of the instructions, the availability of rituals and corporate procedures; 4) Masculinity and femininity - reflect the system of motivation: masculinity - material incentives, femininity - low-tender stimulation (verbal incentives, care for small and styles, etc.). This model served as the basis for the creation of domestic methods for diagnosing organizational culture. Model R. Likert. The study of organizational culture is built on five variables: 1) communication; 2) motivation; 3) decision making; 4) control; 5) Coordination of activities. The basis of this model is the XY model developed by D. McGreas. Model E. Shane. E. Shaine supplemented the model R. Lykerta diagnostic position and values. He proposed three levels of the study of Organization Culture: 1) Description and analysis of documents, observation (allow us to draw up a general model of organizational culture); 2) study of the management system; 3) determining the positions of the members of the organization for basic features. Thus, its model of diagnosis of organizational culture reflects the following aspects:  Attitude towards nature (to the organization), i.e. As members of the organization perceive the environment (its psychological state); 109  Nature of reality and truth - a description of the fact that in the organization is real and that it is unrealistic, the difference between prescribed and not prescribed, the attitude of a person to a double truth (truth and lies);  human nature - what functions the organization is developing (bodily, conscious, intellectual, spiritual);  The nature of human activity - that in the organization is understandable under human activity, when and how it is stimulated when it is not much and how is suppressed;  How the nature of a person is assessed in the organization - what is the way relationships in the organization. In the study of organizational culture according to the E. Shain model, observational and descriptive methods are used. Organizational culture is a process that needs to be studied in dynamics (descriptive methods), and not cuts (testing). The statistical methods for measuring organizational culture include: a normative, comparative, method of tracking changes under the scheme "was - it became - should be", a random assessment method, a constructive-critical method. Regulatory method It assumes the use of the prescribing type of type "How it is necessary to perform this and that", "what a given subsystem or system should be", "How should these or other documents should be issued", etc. This base must be contained in the laws, subtitles (provisions, instructions), standards, communication codes, behavior, partnership, company philosophy, the Charter of the Corporation Participants, Corporate Governance Codes, etc. Although live culture is more reflected in the views and valuable Stakes of workers and managers than in the documents, you should not ignore this source. Analysis of the information contained in the documentation can help identify the main submission of guidelines - with real, and not declared - relative to the management process. How believed is the corporation? Is there any discrepancies between the word and case - between the claimed principles of doing business and real management practices? What values \u200b\u200bare reflected in the documents? What is the attitude towards people? How much is 110.