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16CONCEPTUAL ASPECTS OF ORGANIZATIONAL CULTURE ENTERPRISES OF NETWORK
STRUCTURES
Gevko V.
Members of the Ukrainian Parliament, PhD in Economics, Associate Professor
ABSTRACT
The peculiarities of external and internal factors of formation organizational culture of enterprises at network structures are investigated in the article. The content of criteria organizational culture of the enterprise at network structures in accordance with managerial and socio-psychological direction is compared and their peculiarities are determined in accordance with subject and object approaches. Primary and secondary mechanisms of implementation management approach are characterized. The principles of maximum effectiveness of change organizational culture the enterprise are described and possible variants of development events as a result of realization these principles are outlined.
Keywords: enterprises of network structures, organizational culture, factors of organizational culture, criteria of organizational culture, mechanisms of organizational culture.
Formulation of the problem. In today's market conditions, the conceptual aspects of management consider the highly organized culture of networking enterprises as a real competitive advantage, which shows the high economic efficiency of their operation in the long run. It should be noted that the formation of effective organizational culture is a tool for ensuring the predicted strategic development of the data business structures and the key to high productivity of staff.
Analysis of recent research and publications. A number of domestic and foreign scholars have been dealing with the contemporary issues of conceptual aspects of the organizational structure business structures M. Mescon, F. Hedowry, R. Blake, S. Robbins, E. Do-lan, J. Stewart, O. Biletska, O. Vivchar, O. Kharchy-shina, M. Magura, M. Kurbatova and M. Kurbatov paid considerable attention to this issue others. At the same time, the specifics of functioning the enterprises at network structures lead to change of peculiarities their organizational culture, which actualizes further researches in this direction.
Setting objectives. The purpose of the article is to study the conceptual aspects of organizational structure enterprises at network structures in the current market conditions of operation.
Outline of the main research material. The organizational culture of networking enterprises is a unique economic phenomenon that goes far beyond production or partnerships. It concerns the entire global space inside and outside the business structures and its formation begins as soon the business idea emerges.
It should be noted that the organizational culture of the enterprise network structures is formed as a result of internal interpersonal and business communications regarding the achievement of purpose a particular project or the success of the enterprise as a whole and strategies for solving related problems. This allows you to form your own corporate values, behaviors, ways of interaction and more. That is, one of the basic conditions for forming the internal organizational culture of an enterprise network structures is the joint activity of people and their communication to achieve a common goal [2]. Forming stable communication and mental relationships creates an internal anti-crisis potential that will enable the enterprise of network structures to have
greater resilience in adverse conditions (for example, due to dedication to the enterprise) and more intensive development in stable conditions (eg by activating innovative offers in the workplace).
Given the scale and multidimensionality of ways influencing organizational culture, it can be formed both spontaneously (under the influence of unpredictable external factors) and purposefully (as a result of the implementation a purposeful management policy). Too much of the influence external factors can lead to a decrease in the organizational culture and, as a consequence, a decrease in the efficiency of the enterprise network structures in general. Since random external factors are difficult to predict, are partly unsystematic, and require mathematical models to be taken into account, systematic factors will be considered in this study.
Factors influencing the organizational culture of the enterprise network structures can be divided into internal and external.
External predictable factors will be determined by: peculiarities of ethnic and national culture (belief system, basic principles of family formation and behavior in marriage, education system, economic system, political system); dynamics of the external environment (development of production, organizational and marketing innovations); changing the legal foundations of doing business.
Internal predictable factors of organizational culture of the enterprise at network structures are: stages of development these enterprises (traditions, corporate histories, rituals); features of current and strategic tasks these enterprises; features of the use technological equipment; peculiarities of work with personnel (system of rewards and punishments, features of distribution responsibilities and subordination, specificity of horizontal and vertical interpersonal relations) [1].
Taking into account the influence of above factors is a prerequisite for the formation of meaningful organizational structure. On the other hand, insufficient analysis and consideration of these factors can lead to a decrease in the efficiency of the enterprise management system of network structures.
The concept of organizational culture, in accordance with the approach of L. Smirsich, involves considering the latter, respectively, of three aspects: as an independent component, introduced into the organization from the outside; as an internal constituent organization; as the essence of the organization [5, p. 342]. According to the first approach, organizational culture is seen as a system of ideas, values and social and economic interconnections that shapes society in man. The second approach is to understand organizational culture
Content of criteria of organizational culture
as a system of rules, values and rituals common to all employees. The third approach characterizes organizational culture as the conceptual essence of organization, which defines the overall value system of enterprise network structures.
Since organizational culture is a complex phenomenon, affecting both objects and entities, it is worth considering in more detail the features of its managerial and socio-psychological components in terms of operating conditions enterprises of network structures.
Table 1
№ 3/n Criterion Direction
Management Socio-psychological
1 Content of organizational culture Organizational culture - a set of norms, values, problem solving rules that are shared by a majority of members organizations and promote achievement goals set before her Organizational culture - the atmosphere, psychological the climate of the organization, the informal and invisible consciousness of the organization that influences the behavior of its members and itself is formed under their influence
2 Purpose of organizational culture Organizational culture is seen as attributive organization characteristics and a means of adapting to changes in the external environment Organizational culture is seen as an integral part and characteristic of the functioning of small groups
3 The function of organizational culture Organizational culture is a strategic factor enterprise management, developing management personnel, adaptation factor enterprises to market conditions, increasing the competitiveness of the enterprise Organizational culture is a factor in the socialization of individuals, factor of influence on the members of the organization in the process of work behavior
4 The main factor formation of organizational culture Founder, leader, leader organizations, the external environment Human, professional, personal values, representations of norms, rules
5 The main manifestations organizational culture Management culture, culture of working conditions, culture of employees, culture of documentation Employee mentality, social and psychological climate in the organization
Thus, the management approach considers organizational culture as a set of features the organization, which are reflected in the system of rules, norms, regulations, etc., which with some exceptions are formal in nature. The main purpose of organizational culture development, according to this approach, is the commercial success of the enterprise network structures in terms of adaptation to the dynamics of environment. The key actors in achieving this goal are management personnel and their activities in the external economic and cultural environment. Accordingly, the following manifestations of organizational culture can be considered: management culture, culture of working conditions, culture of employees, culture of documentation.
Forming the organizational culture of the enterprise network structures in accordance with the management approach involves the implementation of a number of primary and secondary mechanisms.
The primary mechanisms include: the application of standards and criteria for assessment and control; formation of characteristics behavior at leaders in critical circumstances and during organizational crises; development of methods and criteria for allocation of resources the organization; formation of a strategy the organizational training and mentoring development
developing criteria that determine the terms of rewards and penalties; determination of methods and criteria for hiring, selection, promotion and dismissal of employees.
Secondary mechanisms of management approach include: development and optimization of the structure and internal structure of the organization; formation of organizational systems and procedures; support of organizational customs and rituals; development of design premises; keeping a history of important events and people; formation of conceptual bases the general organizational philosophy of enterprise [4, p. 198].
In contrast to the managerial socio-psychological approach to understanding organizational culture, it is based not on achieving economic results, but on establishing a quality system of cooperation and mutual understanding within small groups. The psychological microclimate and atmosphere in the team are crucial in this approach, and the key indicator of development is the influence of each individual on the support or change of organizational culture the enterprise. The main ones here are not norms or regulated criteria, but human, personal, regional or national, environmental and other values. In this aspect it is important to keep
in mind that the behavior of individual within the enterprise network structures in addition to fixed production is influenced by the situational factors of the internal environment of the enterprise. A significant benefit of taking this approach into account when developing the organizational culture of an enterprise is the ability to model the situations of internal communications development in general, and in small groups in particular.
In addition to a meaningful and subject-based approach to understanding the essence of organizational culture, it is important to be able to manage the elements of organizational culture during the period of change individual elements of business or organizational form in general. When changing individual aspects of business (changing organizational form, mergers or acquisitions, use of franchising, etc.) is a forced step and takes place in enterprises, it may be problematic to adjust or change the organizational culture, both in management and in society, in part or in the whole -psychological aspects. The method of transferring corporate values in this case is called broadcasting. In this context, broadcasting is the transmission of a management's vision (whether new or new) to employees of enterprise regarding the basic rules, norms, values and nature of behavior at the enterprise. The main channels of such broadcast are: personal example of management; conducting an information policy to explain the peculiarities of organizational culture changes; direct work with staff to develop reasonable adjustments to the individual rules of operation the enterprise network
structures. At the same time it is necessary to correct the peculiarities of motivational policy of the enterprise of network structures.
Conclusions and suggestions. The organizational culture of an enterprise network structure is an important tool for ensuring the organizational, economic and psychological unity the collective of this enterprise in order to increase its efficiency. Its achievement and change implies a number of specific actions managerial and socio-psychological nature, taking into account the peculiarities of the enterprise network structures.
References
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2. Вiвчар О.1., Колесшков А.П. Сощальна без-пека: навчальний поабник. Терношль: ФО-П Шпак В.Б., 2015. 146 с.
3. Харчишина О.В. Концепщя оргашзацшно1 культури тдприемств: ретроспективний аналiз та перспективи практичного застосування. Вюник ДАУ. 2007. № 2 (20). С. 202-208.
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5. Smircich L. Concept of Culture and Organizational Analysis. Administrative Science Quaterly. 1983. №28. P. 339-358.
СТРАТЕГ1ЧНИЙ П1ДХ1Д ДО ФОРМУВАННЯ СИСТЕМИ ДЕРЖАВНОГО УПРАВЛ1ННЯ РОЗВИТКОМ НА ЗАЛ1ЗНИЧНОМУ ТРАНСПОРТ УКРАШИ
Островерх Г.€.
Укратсъкий державний унгверситет залгзничного транспорту,
м. Харкгв, астрант
STRATEGIC APPROACH TO THE FORMATION OF STATE GOVERNANCE DEVELOPMENT SYSTEM ON RAILWAY TRANSPORT OF UKRAINE
Ostroverkh H.
Ukrainian State University of Railway Transport, Kharkiv, Postgraduate Student
АНОТАЦ1Я
В статп обгрунтоваш стратепчш напрями розвитку залiзничноï галузi Украши в умовах сучасносп, що вимагае прийняття фундаментальних ршення щодо змши системи управлшня галуззю. На основi ана-тзу результапв роботи залiзничного транспорту, причин зниження прибутку були запропоноваш заходи для пiдвищення ефективностi його дiяльностi, враховуючи сучаснi свiтовi тенденцп в органiзацiï роботи цього виду транспорту.
ABSTRACT
The article substantiates the strategic directions of development of the railway industry of Ukraine in the present conditions, which requires making fundamental decisions on changing the system of management of the industry. Based on the analysis of the results of the work of the railway transport, the reasons for the decrease in profit, measures were proposed to increase the efficiency of its activity, taking into account the current world trends in the organization of the work of this type of transport.
Ключовi слова: стратепя розвитку, управлшня, залiзничний транспорт, реформування, державне ре-гулювання.
Keywords: development strategy, management, rail transport, reform, state regulation.
