A. V Shevcova, N. O Bozhok

National University of Food Technologies

Different approaches to the organizational culture in management

An organization prospers if its culture becomes the breeding ground for its effectiveness. Researchers have shown interest in studying the organizational culture. Research conducted indicated that strong cultures create goal alignment, employee motivation, needed structures and controls to improve organizational effectiveness.

The scientific methods to be used in the thesis include the theoretical and methodological analysis and the method of synthesis. The information base for this work is the analysis to different approaches to the organizational culture in management, defining the essence of the concept of organizational culture. Organizational culture in management has been studied by the following scientists: E. Batista, A.Stanciu, D. Pettigrew, and R. L Daft

Batista has identified that organizational culture is a key element of organizational effectiveness. There is research evidence that the constructive organizational culture facilitates goal accomplishment (A. Stanciu). In order to improve organizational effectiveness, it is expected from new members of an organization to seek and learn about the organization's culture (N. M Ashkanasy, C. P. Wilderom & C. P. Petersons).

Early research conducted by Pettigrew, Schein and Van reflected the importance of organizational culture as a social system. The organizational culture drastically influences its effectiveness because culture helps in external adaptation and internal integration issues of the organization (E. H Schein) [1]

Organizational culture represents the unwritten part of the organization in which everyone participates but it generally goes unnoticed. Organizations realize the power of culture only when they try to implement new strategies or programs that go against basic culture norms and values (R. L. Daft). [2]

In other words, organizational culture is quite complex. Although there are a number of problems and disagreements associated with the conceptualization of organizational culture, most definitions, including the preceding, recognize the importance of the shared norms and values that guide organizational participants' behavior.

System of organizational behavior is a whole structure of management process elements, in which organizational culture is an integrative chain, connecting individual, group and organizational goals to create effective system of management. As a result of half a century research in the West there appeared three basic approaches: evaluative-normative, interactional and mental-psychological. The problems of organizational culture as well as three basic approaches, depicting organizational culture: systematic, active and integrative were examined by the Russian scientists. The following parameters are considered: methods of measuring cultural level, management of cultural changes, staff's motivation, labor satisfaction, the type of personalities, attitude to the conflict, level of decision making, types of decision, kinds of conflict. [3]

Organizational culture means the collective behavior of humans who are part of that organization, including the organization values, visions, norms, working language, systems, symbols, beliefs and habits.

An organizations culture fulfills four functions as articulated by B. Smircich:

• give members an organizational identity: this function of culture helps to give a common identity to all of the employees.

• facilitate collective commitment: this function of culture helps the organization to raise the level of commitment among the employees. Employees tend stay for long periods of time, because they like values, environment and facilitation.

• promote social system stability: social system stability reflects the extent to which work environment is perceived as positive and reinforcing, and conflict and change are managed effectively.

• shape behavior by helping members: this function of culture helps employees understand why the organization does what it does and how it intends to accomplish its long-term goals. [4]

According to A. Needle organizational culture represents the collective values, beliefs and principles of organizational members and is a product of such factors as history, product, market, technology, and strategy, type of employees, management style, and national cultures and so on.

When individuals come into contact with organization, they come into contact with dress, norms, stories people tell about what goes on, the organization's formal rules and procedures, its formal codes, rituals, tasks, pay systems, jargon, jokes only understood by insiders and so on. These elements are some of the manifestations of organizational culture. Hence corporate culture on the other hand refers to those cultures deliberately created by management to achieve specific strategic ends.

References:

1. Schein, E. H. The role of the founder in creating organizational culture. Organization Dynamics, 2011. p. 348

2. Daft, R. L. Organization theory and design. (7th ed.). South Western College Publishing: Thomson Learning, 2010. p. 264

3. Ashkanasy, N. M., Wilderom, C. P. & Petersons, M. F. (Eds). (2010). Handbook of organization culture and climate. California: Thousands Oaks, Sage Publications, 2010. p. 168

4. Batista, E. (2008). Organizational effectiveness. Retrieved October 30, 2008[electronic sources] http://www.edbatista.com/2008/05/effectiveness.html.