Organizational culture and its impact on the effectiveness of business management. Organizational culture as a factor of effective management

Institute of Economics, Management and Law (Moscow)

Department of Management

Coursework for the course

"Entrepreneurship Management"

"Organizational culture and its impact on

efficiency of business management."

Performed by student Osipova S.A.

Checked __________________________

Moscow-2008

Introduction	3
Chapter 1. The concept of organizational culture.
§ 1. Organizational culture: concept, structure, content, typology.	5
§ 2. Development of organizational culture. Factors of its formation, maintenance, change.	15
Chapter 2. The influence of culture on the effectiveness of business management.
§ 1. Approaches to measuring the influence of culture. § 2. Correspondence of culture to the adopted strategy. § 3. Management of organizational culture. Taking into account national characteristics. Chapter 3. Organizational culture as a factor in the efficiency of small businesses. (Current problems of modern practice - using the example of Veles JSC - the Magic pharmacy chain).	19 25 26 34
Conclusion	42
List of used literature	44
Application

Introduction

The process of change covers everything today larger number Russian organizations. At the same time, management’s attention is focused on changes caused by situational factors, and the need to develop a development strategy is underestimated. The technocratic approach to change dominates. It is believed that the main thing is rational actions, which involve targeted work to increase profits, reduce costs and strengthen control. This gives positive results in the first stages of preparation and implementation of the development program, when issues of ownership, issues related to finance, production or management structure are resolved. This is understandable: much of the work in the early stages of the change process can be seen as bringing order to the work of the organization.

However, over time, change leaders face very serious challenges. These difficulties are mainly associated with the resistance that organizational changes encounter from staff. This is due to the fact that any organization, regardless of its size and scope of activity, is not only a technical and economic system, but also a social system, and the difficulties in implementing new approaches and a new development strategy are largely associated with the already established organizational culture.

The process of forming an organizational culture is interesting for an organization, first of all, because of the possibility of regulating the behavioral attitudes of personnel based on the values that are acceptable to the organization. In addition, a strong organizational culture increases the potential and value of the organization in the business world.

The term “corporate culture” was first used (in the last century) by the German field marshal and military theorist Moltke; he used it to characterize relationships among officers. At that time, relationships were regulated not only by statutes and courts of honor, but also by duels: a saber scar was a mandatory attribute of belonging to an officer “corporation.” Rules of behavior, both written and unwritten, developed within professional communities back in the medieval guilds, and violations of these rules could lead to the exclusion of their members from the communities.

In his famous book Diagnosing and Changing Organizational Culture by Kim Cameron and Robert Quinn combines the concepts of organizational and corporate culture without emphasizing the differences. This logic is quite consistent common sense. After all, a corporation is one of many types or forms of business. Any corporation is an organization with some specific characteristics unique to it (branched structure, scale, presence of branches, etc.).

The course work is devoted to the study of the elements of organizational culture, methods of its formation, maintenance, change and management. The essence of the study is to identify the key role of culture in the development strategy and in increasing the efficiency of the organization.

In preparation course work 10 sources of information were studied, selected in accordance with the goals and objectives of the study. In addition to the list of references educational publications and publications of periodicals included materials from the most interesting articles, located in the Russian-language part of the Internet computer network.

The work contains an appendix that provides an example of studying the level of organizational culture of a small business entity - the Magic pharmacy chain.

Chapter 1. The concept of organizational culture.

§1. Organizational culture: concept, structure, content, typology.

There are quite a few definitions of the concept “organizational culture” in the literature. Like many terms, this one does not have a single interpretation:

		Organizational culture is the symbols, ceremonies, and myths that communicate important values and beliefs to organizational members.
	G. Hofstede	In a broad sense, organizational culture is the collective programming of thoughts that distinguishes members of one organization from another.
	A. Williams, P. Dobson, M. Walters	Culture is the shared, relatively stable beliefs, attitudes and values that exist within an organization.
	Organizational culture is unique general psychology organizations.
M. Meskon, M. Albert, F. Khedouri	Organizational culture is the prevailing mores, customs, and expectations of an organization. The atmosphere or climate of an organization is called its culture.
	Culture arises wherever people are involved in joint activities over a period of time.
	V.A. Spivak	The culture of a corporation is a very complex, multi-layered, dynamic phenomenon, including both material and spiritual in the behavior of the organization in relation to its subjects external environment and to our own employees.
	A.V. Karpov	Organizational culture is a set of norms, rules, customs and traditions that are supported by the subject of organizational power and set the general framework for employee behavior that is consistent with the organization’s strategy.
	A.A. Maksimenko	The culture of an organization is relationships, norms and values, styles of behavior that are reproduced between people, considering the sign of reproduction to be key in the analysis and functioning of organizational culture.

“When we go into business with another company, the first thing we present to partners is not the product, but the management style, philosophy and mission of our organization.” This was the opinion of Konosuke Matsushita, the founder of the electrical engineering giant of the same name, which produces products under the Panasonic brand.

As can be seen from the definitions, culture is a multifaceted phenomenon. It permeates all spheres of human life, including economic and entrepreneurial activity.

Today, not all Russian managers and representatives of personnel services clearly understand what stands behind the words “organizational culture.” Few people understand that organizational culture is something broader than industrial aesthetics and order in workplaces and household premises. Many practitioners and theorists, speaking about organizational culture, focus on its outside- on orders, traditions, organizational symbolism. At the same time, the fact that the bearers of organizational culture are the people working in the organization is underestimated. It is in their heads that the order of things, those systems of relationships and those patterns of behavior that develop in the organization due to certain circumstances are reflected.

Enterprises exist to produce material goods and services. This production is connected to a certain technological chain. To activate all links of this chain, the enterprise operates a management system in which all personnel perform the functions of managers and subordinates. In their activities they are guided by certain specific values and perform certain rituals. In this sense, every enterprise is a cultural space.

Each enterprise is created to realize the goal set by the entrepreneur, to carry out some business. The way in which entrepreneurial activity is carried out in an organization gives the organization an individual coloring and personifies it. From these positions, enterprise culture can be characterized as a specific system of connections, actions, interactions and relationships characteristic of a given organization, carried out within a specific entrepreneurial activity, the way of setting up and conducting business. In line with this approach is the definition of organizational culture or enterprise culture given by the American management specialist E.N. Shane: “Organizational culture is a set of techniques and rules for solving the problem of external adaptation and internal integration of employees, rules that have proven themselves in the past and have confirmed their relevance in the present. These rules and practices provide the starting point for employees to choose appropriate modes of action, analysis and decision-making. Members of the organization do not think about their meaning; they regard them as inherently true.”

Management: training course Makhovikova Galina Afanasyevna

3.7. Organizational culture and its management

Under organizational culture is understood as a system of historically established common traditions, values, symbols, beliefs, formal and informal rules of conduct for administration and staff, their interaction with each other and with the environment. Today, an organization's culture is considered a major factor in its competitiveness, especially when it is aligned with strategy. The influence of culture is determined by the breadth and depth of its coverage of the organization, the degree of recognition of its foundations by people.

Culture, on the one hand, is quite stable and traditional, but on the other hand, it is in constant development, which occurs under the influence of the environment or as a result of the conscious actions of subjects. Culture is hierarchical and has several levels: superficial, intermediate and deep. The superficial ones are formed by the rules of human behavior and material attributes - emblems, design, uniforms, slogans, etc. The intermediate level consists of ingrained values and beliefs; the deep level is represented by philosophy.

In relation to an organization, culture performs a number of important functions.

Security The function is to create a barrier that separates from unwanted external influences. It is realized through various prohibitions, limiting norms and the formation of a specific logic of thinking.

Integrating the function unites people, maintains the necessary socio-psychological climate and forms in them a sense of pride in belonging to the organization and identifying themselves with it.

Regulatory the function ensures that people comply with rules and norms of behavior, contacts with the outside world, facilitates orientation in difficult situations, and reduces the possibility of unwanted conflicts.

Communication function plays an important role in establishing contacts between people and facilitating mutual understanding.

Adaptive function facilitates the mutual adaptation of people to the organization, to each other and to the external environment.

Orienting the function directs the activities of participants in the required direction, gives a general meaning to their behavior, promotes their understanding of events and the connection between them.

Motivational the function creates the necessary incentives for action.

Depending on the degree of influence on the organization, several types of cultures are distinguished. Undisputed culture is characterized by a small number of strictly observed general norms, which are consciously adjusted if necessary. It does not allow spontaneous influence from both outside and inside and is closed. This manifests itself in a reluctance to see flaws, in ostentatious unity. This culture formally unites, but in fact suppresses the staff.

Weak culture contains virtually no common values and norms; Each element of the organization has its own, and often contradicts others. The norms and values of a weak culture are easily susceptible to internal and external influence and change under its influence. Such a culture separates participants, pits them against each other, complicates the management process and ultimately leads to its weakening.

Strong culture contains many norms and values, is open to any influence, and allows for dialogue between all participants in the organization and outsiders. She actively assimilates the best, wherever it comes from, and as a result only becomes stronger. Both strong and weak cultures can be effective in one respect and ineffective in another. The ratio between strong and weak cultures should be optimal.

One of the forms of manifestation of an organization’s culture is image (the concept was proposed by the American economist K. Balding in 1961), i.e. its reputation, good name, image that develops among clients, partners, and the public. The task of the image is to ensure not so much fame as trust in the company and the product of its activities, and serve as a condition for its prosperity. Image can be external and internal. External image reflects the perception of the organization by its environment. Internal image is intangible. These are the impressions that clients of an organization retain from communicating with its staff. A well-known classification of management cultures belongs to Ch. Handy (Table 3.1).

Table 3.1

Classification of management cultures by Ch. Handy

U. Ouchi proposed another classification of organizational cultures. The researcher identified three main types:

market a culture characterized by the dominance of value relations and profit orientation; the source of power within such a culture is ownership of resources;

bureaucratic a culture based on the dominance of regulations, rules and procedures; the source of power here is the competence of the organization's members;

clan culture complementing the previous ones; it is based on internal values.

The attitude of management to organizational culture is determined by how strong its influence on subordinates is and how manageable it is. The controllability of a culture largely depends on the source of its formation.

If this is the activity of the administration, the culture is completely manageable and updated as a result of changes in leaders or management strategy. If culture is formed as a result of the interaction of individual cultures of members of the organization, their attitudes, forms of behavior and spontaneously adapts to changes inside and outside the organization, it cannot be directly managed. It can only be influenced indirectly, by changing the people themselves. Each of these approaches in itself is limited, so managing organizational culture must take into account the provisions of both.

From the book Organizational Behavior: Workshop author Gromova Olga

7.3. Practical exercise “Organizational culture” Purpose: To develop skills in analyzing the essence of organizational culture. Task: Determine which of the following statements are true and which are not. Stages of work. 1. Complete the suggested task

From the book Personnel Management Models author Pomerantseva Evgeniya

12.3. Practical exercise “Organizational culture Russian companies» Goal: Identify the features of the organizational culture of Russian companies. Task: Carry out comparative analysis organizational culture of American, Japanese and Russian companies and evaluate

From the book Management author Dorofeeva L I

2.2. Organizational culture as a system. Spheres of influence In light of the conditions for organizational effectiveness defined above, it becomes possible to deepen the concept of organizational culture and define it functional structure in relation to the field of management

From the book Management: lecture notes author Dorofeeva L I

10. Organizational culture, its elements and types Organizational (corporate) culture is a set of main assumptions, values, traditions, norms and patterns of behavior that are shared by members of the organization and direct their behavior to achieve

From the book Management Theory: Cheat Sheet author author unknown

3. Organizational culture, its elements and types The internal environment is permeated by organizational culture, which is its integrated characteristic. Organizational (corporate) culture is a set of main assumptions, values, traditions,

From the book Human Resource Management for Managers: A Study Guide author Spivak Vladimir Alexandrovich

44. ORGANIZATIONAL CULTURE OF THE ENTERPRISE Organizational culture is a system of formal and informal norms and rules of activity, values, expectations, behavioral rituals and behavioral characteristics that exist in the enterprise. The process of activating human

From the book Human Resource Management author Doskova Lyudmila

Organizational culture It is difficult to find modern domestic or foreign work in the field of management, where issues of organizational culture are not raised. Organizational culture is a phenomenon that deserves independent study, a form of existence

From the book Personnel Management of a Modern Organization author Shekshnya Stanislav Vladimirovich

49. The concept of “organizational culture” Consideration of organizations as a cultural phenomenon has a relatively long history and goes back to the traditions of M. Weber, F. Selznick, K. Lewin, T. Parsons and especially C. Barnard and G. Simon (who anticipated in the concept

From the book HR Engineering author Kondratyev Vyacheslav Vladimirovich

1.3. Organizational structure and organizational culture Achieving organizational goals involves the joint work of people who are employees of the organization. Each organization, be it a limited liability partnership, employing five

From the book Values Based Management. Corporate guide to survival, successful life and the ability to make money in the 21st century author Garcia Salvador

5.1. Organizational culture as a basic mechanism for organizing modern business Managers’ awareness of organizational culture as a special organizational phenomenon that significantly affects the company’s efficiency occurred quite late, if we take into account From the author’s book

Introduction

Currently, many enterprises are concerned with creating an organizational culture that would meet the goals and activities of the enterprise, since organizational culture is that element of the organization that makes it possible to make a business idea feasible and effective, achieve labor efficiency and benefit from owning intellectual property. The investment attractiveness of a company also directly depends on the existing organizational culture. Consequently, the organizational culture of an enterprise can have a direct impact on the economic parameters of the enterprise’s functioning and is the most important economic reserve for the growth of economic efficiency.

Unfortunately, today not all Russian managers and representatives of personnel services clearly understand what stands behind the words “organizational culture.” Rarely does anyone understand that organizational culture is something broader than industrial aesthetics or cleanliness and order in workplaces and household premises.

The problem of forming an organizational culture is quite relevant for LLC PF "TTS-5", where there is rivalry and conflict between employees, dishonest attitude towards customers when selling cars, which significantly reduces the image of the enterprise among consumers.

The purpose of this work: to analyze the organizational culture and determine its impact on the effectiveness of management in LLC PF "TTS-5".

In the process of writing the work, it was necessary to solve the following problems:

-study the theoretical aspects of organizational culture;

-analyze the declared organizational culture of LLC PF "TTS-5";

-conduct an analysis of the real organizational culture of LLC PF "TTS-5";

Object of study: Organizational culture in LLC PF "TTS-5".

Subject of study: analysis and assessment of the effectiveness of organizational culture and its impact on the organization's strategy in LLC PF "TTS-5".

To carry out this work, the scientific literature of the following authors was used: Abdulova T.P., Blinov A., Vesnin V.R., Vikhansky O.S., Kabushin N.I., Cameron K.S., Karpaov A.V., Magura M.I., Milner B.Z.

organizational culture

1. Theoretical aspects organizational culture

.1 Structure of organizational culture

In organizations with a long history and tradition, almost every employee can recall a story, legend or myth that is associated with the origin of the organization, its founders or prominent members.

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

In a broad sense, culture is a mechanism for reproducing social experience that helps people live and develop in a certain climatic-geographical or social environment, preserving the unity and integrity of their community. Of course, the need to reproduce acquired and borrowed social experience is also relevant for the organization. However, until recently, the processes of formation of organizational culture proceeded spontaneously, without attracting the attention of either the subject of organizational power or researchers.

As already noted, organizational culture is understood as a set of norms, rules, customs and traditions shared and accepted by employees of the organization. It is clear that if an organization's culture is consistent with its overall purpose, it can become important factor organizational effectiveness. That's why modern organizations view culture as a powerful strategic tool to orient all departments and individuals towards common goals, mobilize employee initiative and ensure productive interaction. In other words, we can only talk about organizational culture when senior management demonstrates and approves a certain system views, norms and values that directly or indirectly contribute to the achievement of the organization's strategic objectives. More often than not, companies develop a culture that embodies the values and behavioral styles of their leaders. In this context, organizational culture can be defined as a set of norms, rules, customs and traditions that are supported by the subject of organizational power and set the general framework for employee behavior that is consistent with the organization's strategy.

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

For example, the organizational culture of IBM Corporation in working with personnel is most clearly manifested in the following principles:

Transfer to specialists as much as possible required set powers (power) to perform the functions assigned to them. They bear full responsibility for their actions to implement them;

Attracting high-class specialists with a fairly independent and independent way of thinking;

Creating on the part of the administration a priority of trust and support of specialists over control of their activities;

Division into cells, the functioning of each of which can be independently provided by one person;

Carrying out permanent structural changes;

Regular surveys;

Material incentives based both on individual performance indicators and on the results of the organization as a whole;

Carrying out a policy of guaranteed employment, under which, even in conditions of economic downturns, the organization makes every effort to maintain the number of personnel;

Stimulating personal initiative of employees when making decisions common tasks and consistency of rules of conduct in the company;

Trust in an individual employee of the company on the part of managers;

Development of collective methods of problem solving;

Career planning, in which the selection of managers for new or vacant positions occurs from among the company’s employees;

Providing employees with a wide range of social services.

The bearers of organizational culture are people. However, in organizations with an established organizational culture, it seems to be separated from people and becomes an attribute of the organization, a part of it that has an active influence on employees, modifying their behavior in accordance with the norms and values that form its basis.

From a management perspective, an organization's culture is the way work is done and the way people in the organization are treated. When we talk about organizational culture, we are most interested in the mechanism of its influence on the behavior and work of organizational members. Here we must highlight the components of organizational culture:

Rice. 1.1.1. Components of organizational culture

Organizational culture is in people's heads; its core is the values shared to a greater or lesser extent by the organization's employees.

Therefore, the most important tasks of the code of organizational ethics are to establish priorities in relation to target groups and ways to harmonize their interests.

A code of organizational ethics can serve three main functions:

reputational;

managerial;

development of organizational culture.

The reputational function of the code is to build trust in the company on the part of external reference groups (description of policies traditionally enshrined in international practice in relation to clients, suppliers, contractors, etc.).

Thus, the code, being a corporate PR tool, increases the investment attractiveness of the company. Having a company code of organizational ethics becomes a global standard for doing business.

Corporate ethics is also integral part organizational culture. The Code of Organizational Ethics is a significant factor in the development of organizational culture. The code can transmit the company’s values to all employees, guide employees towards common corporate goals and thereby enhance corporate identity.

Since culture plays a very important role in the life of an organization, it should be the subject of close attention from management. The management of large organizations has enough resources and means to influence the formation and development of organizational culture, but they do not always have enough knowledge of how to analyze it and change it in the desired direction.

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

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

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

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

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

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

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

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

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

9. Development and self-realization of the employee (thoughtless or conscious performance of work; reliance on intelligence or strength; free or limited circulation of information in the organization; recognition or rejection of the rationality of people’s consciousness and behavior; creative environment or rigid routine; recognition of a person’s limitations or emphasis on his growth potential).

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

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

The influence of culture on organizational effectiveness is determined primarily by its compliance with the overall strategy of the organization. There are four main approaches to resolving the problem of incompatibility between strategy and culture in an organization:

1) culture is ignored, which seriously impedes the effective implementation of the chosen strategy; .

2) the management system adapts to the existing culture in the organization; This approach is based on recognizing the existing barriers that culture creates to the execution of the desired strategy, and developing alternatives to “work around” these obstacles without making major changes to the strategy itself. Thus, during the transition from a mechanistic to an organic organization scheme in many manufacturing enterprises for a long time It is not possible to change the organizational culture in assembly areas. In this case, this approach can help solve the problem;

3) attempts are made to change the culture so that it is suitable for the chosen strategy. This is the most complex approach, time consuming and resource intensive. However, there are situations when it may be central to the long-term success of the company;

4) the strategy is changed in order to adapt it to the existing culture.

In general, we can distinguish two ways in which organizational culture influences the life of an organization.

The first, as shown above, is that culture and behavior mutually influence each other.

Second, culture influences not so much what people do as how they do it.

Exist different approaches to identifying a set of variables through which the influence of culture on the organization can be traced. Typically, these variables form the basis of surveys and questionnaires that are used to describe the culture of an organization.

Thus, the influence of culture on decision making is carried out through shared beliefs and values that form a stable set of basic assumptions and preferences among organizational members. Since organizational culture can help minimize disagreement, the decision-making process becomes more effective.

2. Analysis of organizational culture and its impact on management efficiency in LLC PF "TTS-5"

2.1 General characteristics of the activities of LLC PF "TTS-5"

Limited Liability Company PF "TransTechService-5" was created on December 19, 2003 in accordance with the Civil Code of the Russian Federation and Federal Law of February 8, 1998 No. 4-FZ "On Limited Liability Companies."

LLC PF "TTS-5" is legal entity and builds its activities on the basis of the Charter and current legislation Russian Federation.

LLC PF "TTS-5" is located at the address: Naberezhnye Chelny, Chulman Avenue, 111.

The main goals of the activities of LLC PF "TTS-5" are:

making a profit, implementing the socio-economic interests of the founder of the company on the basis of the profit received;
creation of new jobs.
Currently, LLC PF "TTS-5" is engaged in the following activities:
conducting all types of wholesale and retail trade in motor vehicles, spare parts, and numbered units for them;
repair and maintenance of motor vehicles;
provision of marketing, information agency, information and reference, intermediary and other similar services to domestic and foreign organizations and citizens.
The organizational structure of LLC PF "TTS-5" is built according to a linear-functional type and includes the following divisions: administrative apparatus, accounting, personnel department, car dealership, service station; warehouse (Fig. 2.1.1).
Rice. 2.1.1. Organizational structure of LLC PF "TTS-5"
So, administrative authorities LLC PF "TTS-5" are:
founders of the Company;
director of the Company acting under the contract.
The exclusive competence of the Founder of the Company includes determining the main directions of activity of the enterprise, changing the Charter of the Company, electing a director, approving annual reports and annual balance sheets, etc. .
The director of LLC PF "TTS-5" is the sole executive body company, which manages the current activities of the enterprise and resolves all issues that fall within its competence. Director of LLC PF "TTS-5":
acts on behalf of the company without a power of attorney, represents its interests and makes transactions;
issues powers of attorney for the right to represent the company,
issues orders on the appointment of employees of the enterprise, on their transfer and dismissal, applies incentive measures and imposes disciplinary action;
reviews current and long-term work plans and ensures their implementation;
approves rules, procedures and other internal documents of the enterprise;
defines organizational structure enterprises;
approves the staffing schedule of the enterprise;
disposes of property, opens current accounts;
makes decisions on other issues.

Accounting is a structural division of LLC PF "TTS-5", which is managed by the chief accountant. IN job responsibilities An accountant includes organizing accounting of financial and economic activities and monitoring the economical use of material, financial, and labor resources, and the safety of the enterprise’s property. Accounting carries out the accounting policy of the enterprise. The HR department of LLC PF "TTS-5" carries out personnel planning, staffing the enterprise with personnel of the required professions, specialties and qualifications; carries out work on recruitment, selection, placement and adaptation of personnel, training and promotion of personnel, personnel assessment, etc. The HR department is managed by the HR manager.

2.2 Analysis of organizational culture in LLC PF "TTS-5"

The main production divisions of LLC PF "TTS-5" are a car dealership and a service station (STO).

Management of the car dealership is entrusted to the head of the car dealership, who organizes, coordinates and regulates the activities of the car dealership staff: sales administrators, sales consultants, sales mechanics, and sales clerks. The car dealership sells Hyundai cars.

The maintenance station is managed by the head of the service station, to whom the foreman, foreman, and mechanics report. Through the technical service station, LLC PF "TTS-5" provides the following types of services:

-maintenance and repair Vehicle, machinery and equipment;

-maintenance of passenger cars: routine maintenance (by type of maintenance); control and diagnostic work;

-repair of passenger cars: replacement of units, engine repair, repair of steering and suspension, repair of the brake system, repair of electrical equipment (with removal from the vehicle), body repair, preparation for painting and painting, tire work, wheel balancing;

-repair trucks and buses: replacement of units.

LLC PF "TTS-5" employs a total of 22 people, of which 6 people represent management personnel, and 16 people represent operational personnel. The staffing table of LLC PF "TTS-5" is presented in table 2.1.1.

Table 2.1.1

Staffing list of LLC PF "TTS-5"

Managers and specialists Number of production personnel Number Director 1 Senior sales consultant 1 Head of car dealership 1 Sales consultant 1 Head of service station 1 Sales clerk 1 Chief accountant 1 Sales administrator 1 HR manager 1 Sales mechanic 1 Senior spare parts manager 1 Foreman 1 Foreman 1 Mechanic 7 Spare parts manager 1 Storekeeper 1Total 6Total 16

Thus, according to the staffing table, the enterprise is managed by 6 managers, and production and support functions are carried out by 16 people production staff.

An analysis of the age structure of the personnel of LLC PF "TTS-5" allows us to state that the majority of the personnel (64%) are young people, that is, their age does not exceed 30 years, 31% of the personnel are aged from 30 to 45 years and 9% are aged over 45 years old.

An analysis of the educational structure of the personnel of LLC PF "TTS-5" showed that all managers of the enterprise have higher education. Among the production personnel, 50% also have higher education, 38% have secondary vocational education, 12% have secondary education.

So, LLC PF "TTS-5" is a commercial production company engaged in retail sales cars and technical maintenance motor transport. Currently, one of the problems of the enterprise is the low level of organizational culture, which was the reason for choosing the topic thesis.

The declared organizational culture is a culture that is introduced from above by issuing certain local regulations regulating the behavior of people in the team, developing rules and procedures for behavior in the workplace, etc. Therefore, the declared organizational culture expresses what management would like to achieve.

Based on the above statement, let us turn to the analysis of the declared culture of LLC PF TTS-5. As noted, LLC PF "TTS-5" was formed quite recently, so the organizational culture of the enterprise is not yet clearly formulated. However, the enterprise has a number of documents that, to one degree or another, regulate the behavior of personnel. Such documents include:

Charter of LLC PF "TTS-5";
Mission of LLC PF "TTS-5";
Internal labor regulations of LLC PF "TTS-5";
Employment contracts with staff;
Regulations on assignment of job coefficient.

One of the main documents regulating the activities of LLC PF "TTS-5" is the Charter, which sets out the following goals:

expansion of the market for goods and services;
making a profit;
creation of new jobs.
These goals express the economic, marketing and social orientation of the activities of LLC PF "TTS-5".
An analysis of the enterprise's goals allows us to assert that the enterprise's management aims employees to conquer the market, to increase the enterprise's profits, to expand the enterprise's activities in order to create new jobs.
These goals express concern not only for their own development, but also for social problems associated with unemployment in the labor market. However, the company's goals are not consumer-oriented, since they do not indicate any concern for the company's customers.
This drawback is complemented by the mission of LLC PF "TTS-5", which reads as follows: CUSTOMER PROBLEMS ARE OUR CONCERN.
Thus, the mission of the enterprise is aimed at declaring the importance of customers for the enterprise; it expresses the need to solve consumer problems by eliminating them qualitatively.
The mission of LLC PF "TTS-5" is formed in such a way that employees understand that customer satisfaction and their further cooperation depend on them. The professionalism and skill of the company's employees are able to solve all the problems that customers have with their cars.
Thus, the mission of LLC PF "TTS-5" is aimed at consumers and expresses concern for them, thus declaring the following values: care for the client; pride in your organization; confidence in yourself and your colleagues.
The goals of the enterprise declare such values as:
constant desire for success;
respect and concern for society.
In LLC PF "TTS-5" there are certain declared standards of behavior, which are enshrined in the Internal Labor Regulations, individual Labor Agreements with employees, and the Regulations on the assignment of job coefficients.
The document “Labor Rules” highlights the following core values:
strive for continuous improvement of professional knowledge, skills and abilities;
improve labor quality and productivity;
work honestly and maintain discipline;
comply with labor protection requirements;
eliminate reasons that interfere with work;
contain workplace clean;
take care of property;
behave with dignity;
follow the instructions of the manager.
Analysis of the labor regulations of LLC PF "TTS-5" allows us to conclude that for management, the main thing in the work of personnel is their professionalism and quality of work. No less important values from the point of view of management are honesty and discipline, hard work and accuracy, thrift, dignity and diligence.
In the employment contracts with the company’s employees, the following main declared values were highlighted:
professionalism. Each employee must serve his profession for the benefit of others, strive to improve his professional knowledge and practical experience, and not take actions as a result of which the professional reputation of colleagues may suffer;
mutual assistance to colleagues. In order to increase the efficiency of work, each employee of the enterprise must share his knowledge and experience with colleagues, as required by the high-quality and productive implementation of the employment contract;
non-disclosure of confidential information. Each employee is obliged, under the terms of the employment contract, not to disclose confidential information and not to use it after termination of the employment contract;
compliance labor discipline. Each employee must follow the labor regulations, not be late for work or leave work early, not miss work without a good reason, follow safety instructions, etc.;
courtesy, respect, honesty and fairness towards colleagues and clients of the firm. Each employee of the company undertakes to behave in accordance with the requirements defined in the labor regulations;
diligence. Each employee, according to the employment contract, must follow the instructions of the managers;
decency. Each employee of the enterprise should not deceive, use dishonest methods when working with clients, and also treat colleagues with respect; Do not use rude or obscene language at work.
healthy lifestyle. Employees of the enterprise should not drink alcohol or drugs at work, and not smoke in the workplace;
neatness and neatness of appearance. Each employee must dress in a style appropriate for a business environment, and their hair must be neat.

The values and standards of behavior of employees of LLC PF "TTS-5" are declared not only on the basis of regulations, but they are also implemented on the basis of personnel training.

Some employees of the enterprise, after being hired, are sent to Moscow to undergo training under appropriate programs that involve training employees in the art of sales, rules of working with clients, etc. The set of programs also includes trainings aimed at increasing the effectiveness of relationships in the team.

After completing the training, such employees are awarded the title of certified salesperson, who becomes a bearer of norms and rules of conduct and an example to follow for other team members. Thus, the declared values of LLC PF "TTS-5" are implemented not only through a system of regulatory documents, but also through a personnel training system, which is aimed at training employees who meet the requirements of the organization.

One of the documents declaring organizational values is the Regulation on the assignment of job coefficients. This document defines the basis for assigning a job coefficient to employees depending on their professionalism and achieved success. This document is stimulating in nature, since it defines the grounds for receiving a percentage of sales.

Thus, LLC PF TTS-5 has a number of documents that regulate the basic norms and values of organizational culture. These included the following documents: Charter of LLC PF "TTS-5"; Mission of LLC PF "TTS-5"; Internal labor regulations of LLC PF "TTS-5"; Employment contracts with personnel; Regulations on assignment of job coefficient.

To determine the rating of the importance of declared norms and values, a content analysis was carried out, which was aimed at studying the most frequently used words in regulatory documents denoting a particular value. In addition, in the process of content analysis, the importance of individual norms and values was identified based on an analysis of the content of expressions that were found in the formulations used in these documents.

Based on the results of the content analysis, a rating of the importance of norms and values was constructed according to the degree of decrease in the declared organizational culture of LLC PF "TTS-5". (see table 2.2.2).

Professionalism Caring for the client Discipline Responsibility Loyalty to the company Efficiency Honesty Desire for success Communication skills Goodwill Diligence Employee health

Thus, in the declared culture of LLC PF "TTS-5" one of the main values is professionalism. Consequently, the management of the enterprise first of all requires its employees to professionally perform their duties. Important place The declared culture of the enterprise includes mutual assistance and cooperation, discipline and responsibility. It should be noted that the top five most important values included the value of diligence, therefore, the management of the enterprise first of all needs the diligence of employees, and then initiative, which as a value was not even included in the top ten declared values of LLC PF "TTS-5". In sixth place in importance is diligence, which means that the management of the enterprise wants to see diligence in their employees in relation to their responsibilities. Next comes the value of the desire for success; this declared value was highlighted even for the purposes of the organization, which indicates the importance of this value for the organization. Perhaps it is the introduction of this value that contributes to the intensive development of the enterprise and the successful conquest of the market.

The top ten important values of the declared culture included employee communication skills. This is understandable, since the ability to negotiate, communicate with customers, and represent the interests of the company in business circles plays an important role, which is why communication skills in the declared culture are quite important.

In addition to those listed, other norms and values can be identified in the declared organizational culture. These include: decency, reliability, perseverance, organization, attentiveness, healthy lifestyle, friendliness, fairness, honesty, frugality, politeness, pride in the organization, independence, dignity.

2.3 Analysis of real organizational culture

An analysis of the actual organizational culture was carried out on the basis of a survey, the questionnaire of which is presented in Appendix 1. All employees of the salon (16 people), with the exception of managers, participated in the survey.

This organization has existed for just over 3 years, so some of the employees (44%) of the enterprise have been working in this organization for more than one year, but less than 2 years, only 25% of the employees have been working in the organization since its inception, 31% of the employees have been working in the organization for less than a year.

The study revealed that only 37% of the company's employees know the goals of the enterprise, while 63% of employees are not familiar with the company's goals. Approximately the same situation is noted in relation to the mission, since the mission is known verbatim to only 44%, while 56% of employees could not name the mission.

The level of awareness of employees about the goals and mission of the enterprise can be clearly seen in Figure 2.2.1.

Rice. 2.2.1. Level of awareness of employees about the mission and goals of the enterprise

The organizational culture of a company depends on what real qualities in employees are supported in the management process. The study showed that the most valuable qualities are professionalism (16 people), efficiency (12 people), communication skills (10 people), and discipline (9 people). The differences in declared and real organizational cultures are clearly visible in Figure 2.2.1.

Note: Prof. - professionalism, ZK - care for the client, Dis. - discipline, Rep. Responsibility, LF - loyalty to the company, - Slave - efficiency, Honest - honesty, SU - desire for success, Comm. - sociability, kindness - goodwill, COI. - diligence, health - employee health.

From the data in the figure it is clear that the main declared and real value of TTS-5 LLC is the professionalism of its employees. In the declared organizational culture, customer care is important, however, in the actual organizational culture, customer care is much lower. In the declared organizational culture, discipline and responsibility are important, while in the real organizational culture, discipline is only in 5th place, and responsibility is in 7th place. In general, the declared and real organizational culture are close in relation to such values as professionalism, loyalty to the company, honesty, and benevolence. But in other values they differ significantly.

The results of the survey suggest that TTS-5 LLC condemns such qualities as unprofessionalism, laziness, ineffective work and irresponsibility.

At TTS-5 LLC there is a certain form of clothing: the classic style of clothing. The company logo is the Hyundai logo.

Communication with your immediate supervisor and colleagues is free, but official. The majority of employees (68%) do not feel particularly proud of working for this organization.

Employees of the company have the opportunity to improve their skills, since each employee of the company takes courses where they learn the basics effective sales. Opportunities for career advancement in this organization are small, since only 25% of employees noted that the company has created conditions for career advancement, while 75% believe that there are no such conditions.

44% of workers are satisfied with wages and other remunerations, while 56% of workers are not satisfied. Consequently, TTS-5 LLC does not have an effective employee incentive system.

To motivate staff, TTS-5 LLC uses such types of incentives as wages and bonuses based on the results of individual sales. There are no other forms of encouragement here. However, there are such forms of penalties as deduction of bonuses, deduction from wages, announcement of penalties, reprimand, severe reprimand and reprimand.

TTS-5 LLC uses trainings aimed at teaching staff the art of sales, however, trainings aimed at creating an organizational culture are not conducted. Rarely used corporate parties and celebrating anniversaries, joint holidays outside the city are not practiced.

According to employees, the team of TTS-5 LLC is quite conflict-ridden, since 56% of employees noted that conflicts often arise in the team. TTS-5 LLC has a high level of competition, so in most cases, employees cope with problems themselves, without turning to colleagues for help, which indicates a low level of mutual assistance and cooperation in the company’s team.

Communication with clients at TTS-5 LLC is formal (50%), but respectful (44%). It should be noted that only 19% of employees communicate honestly with clients, and 31% are friendly. Consequently, the company’s employees are not honest and friendly enough when communicating with clients; it is important for them to sell the product in any way, since their wages depend on the volume of sales. For this reason, 62% of employees can hide the shortcomings of a product from a client in order to sell it, and only 38% of employees cannot afford to do this.

Code of Ethics in this organization at the moment there is none, so employees are not aware of the norms and values that the managers of the enterprise would like to implement, which is a significant drawback of the organizational culture.

Discipline at TTS-5 LLC is quite good, since only 12% of employees can afford to be late for work, while 88% cannot afford this. Only 25% of employees can afford to be rude towards colleagues, while 75% of employees do not allow themselves to treat their colleagues in such a way. 50% of the employees are satisfied with their work in this organization, while the other half are not satisfied with their work in this organization.

Analysis of the real organizational culture of TTS-5 LLC allows us to draw the following conclusions:

Employees of TTS-5 LLC are not sufficiently informed about the mission and goals of the company. In employees, such qualities as professionalism, efficiency, communication skills and discipline are more welcomed, and such qualities as ineffective work, unprofessionalism, irresponsibility and laziness are condemned.

Communication with management and colleagues is built freely, but officially, with clients - respectfully and officially.

The company's employees have the opportunity to improve their skills, but the opportunities for advancement are weak. Less than half of the workers are satisfied with the wages. For incentives, only bonuses and declarations of gratitude are used, and for collection, deductions, deductions from wages, reprimand, including severe, reprimand and announcement of penalty.

The company's team is quite conflict-ridden due to strong competition between sellers, so mutual assistance and cooperation are rare, and at times one can observe rudeness towards colleagues. Some workers can afford to be late for work, but the majority of workers never allow themselves to do this. Only half of the employees are satisfied with their work.

Conclusions and offers

An analysis of organizational culture was carried out using the example of LLC PF "TTS-5". The main documents regulating the behavior of personnel include the Charter of LLC PF "TTS-5"; Mission of LLC PF "TTS-5"; Internal labor regulations of LLC PF "TTS-5"; Employment contracts with personnel; Regulations on assignment of job coefficient.

In the declared culture of LLC PF "TTS-5", one of the main values is professionalism. Consequently, the management of the enterprise first of all requires its employees to professionally perform their duties. Mutual assistance and cooperation occupy an important place in the declared culture of the enterprise. Management strives to ensure that employees cooperate and help each other in the process of work to achieve the goals of the organization.

Discipline and responsibility are also important values, that is, it is important for management that order reigns in the organization, employees come to work on time, everyone is responsible for their own affairs and actions; diligence, therefore, the management of the enterprise first of all needs the diligence of employees, and then initiative; diligence, which means that the management of the enterprise wants to see diligence in its employees in relation to their responsibilities; desire for success, which indicates the importance of this value for the organization; neatness and appearance, therefore, it is important for management that employees take care of their appearance and the neatness of their workplace.

Currently, most enterprises are customer-oriented, so customer care is one of the most important in the declared culture of enterprises, however, in LLC PF "TTS-5" this value is only in ninth place, therefore, in the declared culture, customer care is not plays as important a role as the previously listed values. The top ten important values of the declared culture included employee communication skills. This is understandable, since the ability to negotiate, communicate with customers, and represent the interests of the company in business circles plays an important role, which is why communication skills in the declared culture are quite important.

The analysis of real organizational culture was carried out on the basis of a survey, which allows us to draw the following conclusions:

Employees of TTS-5 LLC are not sufficiently informed about the mission and goals of the company, since most of the employees find it difficult to name the mission of the company and the goals of the enterprise. In employees, such qualities as professionalism, efficiency, communication skills and discipline are more welcomed, and such qualities as ineffective work, unprofessionalism, irresponsibility and laziness are condemned.

At TTS-5 LLC, employees must adhere to classic style clothing, deviation from this norm is not allowed. The company logo is the Hyundai sign. The company does not have a code of ethics.

Communication with management and colleagues is built freely, but officially, with clients - respectfully and officially. Unfortunately, there is a lack of honesty among employees towards customers, because for the sake of selling goods.

The company's employees have the opportunity to improve their skills, but the opportunities for advancement are weak. Less than half of the workers are satisfied with the wages. For incentives, only bonuses and declarations of gratitude are used, and for collection, deductions, deductions from wages, reprimands, including severe ones, reprimands and announcements of penalties are used. This organization uses training to improve the professionalism of employees.

Some workers can afford to be late for work, but the majority of workers never allow themselves to do this. Only half of the employees are satisfied with their work, while the other half is forced to work in this organization due to circumstances.

List of used literature

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4.Vikhansky O.S., Naumov A.I. Management. - M.: Gardarika, 2006. -528 p.

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6.Cameron K.S., Quinn R.E. Diagnostics and measurement of organizational culture /Translated from English. I.V. Andreeva. - St. Petersburg: Peter, 2007. - 320 p.

7.Karpov A.V. Psychology of management. - M.: Gardariki, 2005. - 584 p.

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Under organizational culture is understood a system of collectively shared values, symbols, beliefs, and patterns of behavior among members of an organization that have stood the test of time.

The main features of organizational culture include:

· reflection of its main goals in the mission of the organization;

· focus on solving instrumental (i.e. production in the broad sense) problems of the organization or personal problems of its participants;

· degree of risk acceptance

· preference for group or individual forms of decision-making;

· degree of subordination to plans and regulations;

· loyalty or indifference of people towards the organization;

· the nature of management’s attitude towards staff;

· orientation towards group or individual organization of work and incentives;

An organization's culture contains both subjective and objective elements.. The first includes beliefs, values, rituals, taboos, images and myths associated with the history of the organization and the life of its founders, and accepted norms of communication. Objective elements reflect the material side of the life of the organization. Functions of organizational culture

1. The security function is to create a barrier that protects the organization from unwanted external influences. It is implemented through various prohibitions, “taboos”, and limiting norms.

2. The integrating function creates a sense of belonging to the organization, pride in it, and the desire of outsiders to join it. This makes it easier to solve personnel problems.

3. Regulating function supports necessary rules and norms of behavior of members of organizations, their relationships, contacts with the outside world

4. . The adaptive function facilitates the mutual adaptation of people to each other and to the organization. By participating in joint activities, adhering to the same ways of behavior, etc., people more easily find contact with each other.

5. The orienting function of culture directs the activities of the organization and its participants in the required direction.

6. The motivational function creates the necessary incentives for this.

7. The function of forming the image of the organization, i.e. her image in the eyes of others. The interaction between management and organizational culture is complex.

1. Managers can act strictly within the culture.

2. Managers can go ahead, ignoring the established culture. Even if these actions are carried out in the right direction, they will provoke resistance from habits and traditions and are unlikely to be particularly successful.

3. You can act partially within the framework of culture, but, if necessary, in spite of it

4. If the necessary management steps are completely incompatible with the culture, but are urgent, the question arises of transforming the existing culture.

Organizational culture is managed through the following measures: how: control over its condition by managers; promoting and training staff in the necessary skills; selection of personnel appropriate to the given culture and getting rid of those who do not fit into it; wide use symbolism, rites, rituals.

Org. culture - syst. values and assumptions without evidence accepted and shared by members of a group or organization. Sometimes org. culture is interpreted as a philosophy and ideology of management, assumptions, value orientations, beliefs underlying relationships and interactions, both within the organization and outside it. Org. culture is manifested in the relationships between people in an organization.

Org levels culture: 1) Symbolic (includes those external facts that can be perceived through a person’s feelings.

2) Under the superficial level, at this level, the values and beliefs shared by members of the organization are studied, depending on the desires of the people. 3) Deep includes basic assumptions that are difficult to understand even by members of the organization itself without the involvement and study of specialists.

Org. culture can be: subjective (this includes patterns, assumptions, beliefs, values, expectations, a number of symbolic elements (history, legends) it serves as the basis for the formation of management culture) and objective (this is related to the environment in the organization: the building itself, amenities, room reception).

Contents org. cools: this includes 10 characteristics: awareness of oneself and one’s place in the organization, communication system. and language of communication, appearance and presentation of oneself at work, habits and traditions, awareness of time, attitude towards it and its use, relationships between people, value norms, belief in something, the process of employee development and his training, labor ethics and motivation.

42. Features of Russian management.

The modern market economy is of a transitional nature. The principles by which the economy functions in developed countries are increasingly being introduced into Russian practice. However, the Russian Federation has a number of features that led to the emergence of certain specifics in the formation of a market economy in the Russian Federation:

1) a high level of monopolization of production, which creates obstacles to free competition;

2) the underdevelopment of many elements of the market infrastructure (credit system, insurance, electronic communications, etc.);

3) weak legal support for market relations, legal nihilism of economic entities;

4) absence of a middle class, weak social protection of the population;

5) high degree of criminalization of economic relations;

6) low culture of production and management activities;

7) the system of restrictions on foreign economic activity is widespread;

8) uncontrolled conversion of the defense complex;

9) insufficiently effective use of the most important instruments of state regulation of the economy;

10) unsettled relations between central and local authorities.

43. Resources, quality and management efficiency.

Resources are factors of production, these are the necessary components that are required for the normal functioning of the organization.

1) Financial (necessary for investing in capital and current assets). Sources are: shareholders, banks, bond holders, etc.

2) Human (trained workers whose task is to increase the profitability of manufactured products. As well as those workers who ensure the process of production and marketing of products). Sources: labor market.

3) Material (land, buildings, production facilities, equipment). Sources: real estate agencies, construction and trading companies.

4) Intangible (resources that are not visible or tangible but are a necessary condition for the successful development of the company, knowledge, skills, licenses, logos, patents.). Sources: inside the company.

Quality and efficiency of management.

The quality and efficiency of management is a set of properties that determine the possibility of creating favorable conditions for the effective functioning, development and ensuring the competitiveness of an enterprise.

A number of factors influence the effectiveness of a manager:

1) the employee’s potential, his ability to perform certain work;

2) means of production;

3) social aspects of the activities of personnel and the team as a whole; organization culture.

All these factors act together, in integration unity. Thus, management efficiency is one of the main indicators of management improvement, determined by comparing management results and resources spent to achieve them. Management efficiency can be assessed by comparing the profits received and management costs. But such a simplified assessment is not always correct, since:

1) the result of management is not always profit;

2) such an assessment leads to a direct and indirect result, which hides the role of management in its achievement. Profit often acts as an indirect result,

3) the result of management can be not only economic, but also social, socio-economic;

4) management costs cannot always be clearly identified.

Criteria and indicators of management effectiveness.

As a criterion for the efficiency of production and management, general indicators are used that characterize the final results (production volume, profit, profitability, time, etc.), and specific indicators of the use of certain types of resources - labor, fixed assets, investments.

The effectiveness of management activities in relation to the subject of management can be characterized by quantitative (economic effect) and qualitative indicators (social efficiency).

Quantitative indicators:

1) a set of labor indicators - savings in living labor in the field of management (number of people, reduction in the labor intensity of management processes), etc.;

2) financial indicators of the management system (reduction of management costs, etc.);

3) time saving indicators (reduction in the duration of management cycles as a result of the introduction of information technologies and organizational procedures).

Qualitative indicators:

1) increasing the scientific and technical level of management;

2) level of integration of management processes;

3) advanced training of managers;

4) increasing the level of validity of decisions made;

5) formation of organizational culture;

6) system controllability;

7) job satisfaction;

8) gaining public trust;

9) strengthening the social responsibility of the organization;

10) environmental consequences.

If, as a result of management rationalization, it is possible to achieve a high level of the above indicators, then a positive shift occurs in the organization of the management system and an economic effect is achieved.