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59Electronic scientific and practical journal
INTELLECTUALIZATION OF LOGISTICS AND SUPPLY CHAIN MANAGEMENT
I I vi WWW.SMART-SCM.ORG linpj ISSN 2708-3195
¡1—1 I DOI.ORG/10.467S3/SM ART-SCM/2020-3
fQ E ectronic scientific and practical izollectijn
jintellectuali7atiqn of logistics ]j and supply chain management
Electronic scientific and practical publication in economic sciences
ISSN 2708-3195
DOI: https://doi.org/10.46783/smart-scm/2020-3
Released 6 times a year
№ 3 (2020) October 2020
Kyiv - 2020
Founder: Viold Limited Liability Company
Editor in Chief: Deputy editors-in-chief:
Hryhorak M. Yu. - Doctor of Economics, Ass. Professor. Koulyk V. A. - PhD (Economics), Professor. Marchuk V. Ye. - Doctor of Tech. Sci., Ass. Professor.
Technical editor: Executive Secretary:
Harmash O. M. - PhD (Economics), Ass. Professor. Davidenko V. V. - PhD (Economics), Ass. Professor.
Members of the Editorial Board:
SWIEKATOWSKI Ryszard - Doctor of Economics, Professor (Poland); POSTAN M. Ya. - Doctor of Economics, Professor;
TRUSHKINA N. V. - PhD (Economics), Corresponding Member of the Academy;
KOLOSOK V. M. - Doctor of Economics, Professor;
ILCHENKO N. B. - Doctor of Economics, Ass. Professor;
SOLOMON D. I. - Doctor of Economics, Professor (Moldova);
ALKEMA V. H. - Doctor of Economics, Professor;
Henryk DZWIGOt - PhD (Economics), Professor (Poland);
SUMETS O. M. - Doctor of Economics, Ass. Professor;
STRELCOVA Stanislava - PhD (Economics), Ass. Professor, (Slovakia);
RISTVEJ Jozef (Mr.) PhD (Economics), Professor, (Slovakia);
ZAMIAR Zenon - Doctor of Economics, Professor, (Poland);
SMERICHEVSKA S. V. - Doctor of Economics, Professor;
GRITSENKO S. I. - Doctor of Economics, Professor;
KARPENKO O. O. - Doctor of Economics, Professor;
PATKOVSKYI S. A. - Business practitioner.
The electronic scientific and practical journal is registered in international scientometric data bases, repositories and search engines. The main characteristic of the edition is the index of scientometric data bases, which reflects the importance and effectiveness of scientific publications using indicators such as quotation index, h-index and factor impact (the number of quotations within two years after publishing).
In 2020, the International Center for Periodicals (ISSN International Center, Paris) included the Electronic Scientific and Practical Edition "Intellectualization of Supply Chain Management" in the international register of periodicals and provided it with a numerical code of international identification: ISSN 2708-3195 (Online).
Recommended for dissemination on the Internet by the Academic Council of the Department of Logistics NAU (No. 7 of February 26, 2020). Released 6 times a year. Editions references are required. The view of the editorial board does not always coincide with that of the authors.
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Contents
INTRODUCTION 6
FEDOROV E. E. Doctor of Technical Science, Associate Professor, Professor of Department Robotics and Specialized Computer Systems, Cherkasy State Technological University (Ukraine), NIKOLYUK P. K., Doctor of Physics and Mathematics Sciences, Professor, Professor of Department Computer Sciences and Information Technologies, VasiT Stus Donetsk National University (Ukraine), NECHYPORENKO O. V., PhD, Associate Professor, Associate Professor of Department Robotics and Specialized Computer Systems, Cherkasy State Technological University (Ukraine), CHIOMA E. V., Student of Department Computer Sciences and Information Technologies, VasiT Stus Donetsk National University (Ukraine)
INTELLECTUALIZATION OF A METHOD FOR SOLVING A LOGISTICS PROBLEM TO OPTIMIZE COSTS WITHIN THE FRAMEWORK OF LEAN PRODUCTION TECHNOLOGY 7 - 17
HRYHORAK M. Yu. Doctor of Science in Economics, Associate Professor, Head of
Logistics Department of National Aviation University (Ukraine), LEHA V. O., Students
of Logistics Department of National Aviation University (Ukraine)
CORPORATE CULTURE REENGINEERING STRATEGY OF A MULTINATIONAL LOGISTICS
COMPANY 18 - 28
HOBELA V. V. PhD of Economics, Senior Lecturer of the Department of Management of Lviv State University of Internal Affairs (Ukraine)
LOGISTICS AS A SUPPLY TOOL ECOLOGICAL AND ECONOMIC SECURITY OF THE STATE 29 - 37
BUGAYKO D. O. PhD in Economics, Associate Professor, Acting Director International Cooperation and Education Institute, Instructor of ICAO Institute of National Aviation University (Ukraine), KHARAZISHVILI Yu. M., Doctor of Economic Sciences, Senior Researcher, Chief Researcher of Institute of Industrial Economics of the National Academy of Sciences (Ukraine), ANTONOVA A. O., PhD in Technical Sciences, Associate Professor, Associate Professor of Air Transportation Management Department of National Aviation University (Ukraine), ZAMIAR ZENON Doctor of Technical Sciences, Professor, Vice-Rector the International University of Logistics and Transport in Wroclaw (Poland)
IDENTIFICATION OF AIR TRANSPORT ECOLOGICAL COMPONENT LEVEL IN THE CONTEXT OF ENSURING SUSTAINABLE DEVELOPMENT OF THE NATIONAL ECONOMY 38 - 53
TADEUSZ POPKOWSKI, PhD eng., Professor, The International University of Logistics and Transport (Wroclaw, Poland), BUGAYKO D. O. PhD in Economics, Associate Professor, Acting Director International Cooperation and Education Institute, Instructor of ICAO Institute of National Aviation University (Ukraine) MODERN CHALLENGES OF DANGEROUS AND EXTRAORDINARY GOODS
TRANSPORTATIONS 54 - 61
A®
This work is licensed under a Creative Commons Attribution 4.0 International License
SAVCHENKO L.V. PhD of Technical Sciences, Associate Professor, Associate Professor of Logistics Department of National Aviation University (Ukraine), Davydenko V.V., PhD of Economics, Associate Professor, Associate Professor of Logistics Department of National Aviation University (Ukraine) EFFICIENCY OF DIGITAL COMMUNICATIONS IN THE LOGISTICS BUSINESS: EVALUATION INDICATORS _____________________________________________________________________________________________________________________________________________________________________________________________ 62 - 73
KOULIK V^. PhD (Economics), Professor, Professor of Logistics Department National Aviation University (Ukraine), Honored Worker of National Education of Ukraine, Honorary employee of aviation transport of Ukraine (Ukraine), ZAHARCHUK A.P. Assistant of the Logistics Department of National Aviation University (Ukraine)
PROBLEMS OF MANAGEMENT IN THE SYSTEM OF SPIRAL DYNAMICS OF SUPPLY CHAINS 74 - 82
MOLCHANOVA K.M. Senior lecturer at the Department of Logistics National Aviation University (Ukraine), TRUSHKINA N.V. PhD (Economics), Associate Professor, Senior Research Fellow, Regulatory Policy and Entrepreneurship Development Institute of Industrial Economics of the National Academy of Sciences of Ukraine (Ukraine), KATERNA O.K. PhD (Economics), Associate Professor, Associate Professor at the Department of Foreign Economic Activity Enterprise Management National Aviation University (Ukraine)
DIGITAL PLATFORMS AND THEIR APPLICATION IN THE AVIATION INDUSTRY 83 - 98
EVENTS AND SCIENTIFIC CONFERENCES
Marcin PAWÇSKA - THE JUBILEE INAUGURATION OF THE 2020/2021 ACADEMIC YEAR at
The International University of Logistics and Transport in Wrociaw............................................ 99 - 105
Yevhen KRYKAVSKYY, Nataliya HAYVANOVYCH - XIII International Scientific and Practical Conference "MARKETING AND LOGISTICS IN THE SYSTEM OF MANAGEMENT" at Lviv Polytechnic National University........................................................................................................ 106 - 108
Mariia HRYHORAK, Lidiia SAVCHENKO, Oksana OVDIIENKO - LOGISTICS - RELEVANT, GLOBAL, VIRTUAL AND REAL!...................................................................................................................... 109 - 111
UDC 339.137.2:334.716:005.95/.96 DOI: https://doi.org/10.46783/smart-scm/2020-3-2
JEL Classification: L10, M11, M12, M21. Received: 14 October 2020
Hryhorak M. Yu. Doctor of Science in Economics, Associate Professor, Head of Logistics Department of National Aviation University (Ukraine)
ORCID - 0000-0002-5023-8602
Researcher ID -
Scopus author id: 57208222758
Leha V. O., Students of Logistics Department of National Aviation University (Ukraine)
ORCID - 0000-0003-1580-5402
Researcher ID -
Scopus author id: -
CORPORATE CULTURE REENGINEERING STRATEGY OF A MULTINATIONAL LOGISTICS COMPANY
Maria Hryhorak, Viktoriia Leha. "Corporate culture reengineering strategy of a multinational logistics company". The article substantiates the role of strategic re-engineering of corporate culture in increasing the level of competitiveness of a multinational logistics company and optimizing the efficiency of its activities. The main processes, principles and features of corporate culture transformation as one of the stages of re-engineering of the company's business processes are considered. The main concepts of corporate culture, management innovations, and re-engineering, which are effective tools for improving the efficiency of enterprise management, are defined. An algorithm for creating a corporate culture is proposed, including its positioning at the strategic level, as well as ensuring appropriate financial results. Corporate culture management is considered as an intangible asset that has value and creates conditions for generating income for the enterprise. In addition, it gives the company advantages by reducing conflicts, improving business relationships, reducing non-production time costs, and increasing the economic efficiency of the business. The factors influencing the level of employee involvement in work and transformation of employee behavior in accordance with the leader's strategic vision for company development and in accordance with his decisions on business re-engineering are identified. The main tasks of business process re-engineering are revealed, key directions and necessary tools for implementing the transformation of corporate culture are highlighted. The research methodology is based on methods of theoretical analysis and generalization of scientific literature and periodicals on the research topic, statistical analysis, classification and analytical method and methods for determining economic efficiency. The approach to scenario modeling of the process of managing the development of corporate culture of an enterprise based on a combination of components of culture, methods of managing it, basic values and strategies of enterprise management as a whole has been further developed, which allows taking into account the multidirectional interests of stakeholders and harmonizing them in the process of managing a multinational logistics company.
Keywords: strategy; corporate culture; managerial innovations; staff involvement; consistency; adaptation; leader; business processes; reengineering; efficiency; multinational logistics company.
Марiя Григорак, В'ктор'я Лега. "Стратег'т реiнжинiрингу корпоративноI культури трансноц'юнапьно) пог'ктичноI компанн ". У статтi обфунтована роль стратег'!чного ренжинрингу корпоративно)' культури у п'1двищенн'1 рiвня конкурентоспроможност'! транснацюнально)' логстично) компанИ та оптим'вацП ефективност/ ))' дiяльностi. Розглянуто основнi процеси, принципи та особливост/ трансформацИ корпоративно) культури як одного '¡з етапiв ренжинрингу б'внес-процес'т компанИ Визначено основнi поняття корпоративно)культури, управлнських iнновацiй, ренжинрингу, що е д'!евими нструментами пдвищення ефективност/' управл'1ння пдприемством. Запропоновано алгоритм створення корпоративно)' культури, що включае ))' позицювання на стратег'!чному рiвнi, а також забезпечення в'1дпов'1дних фнансових результат '¡в. Управлiння корпоративною культурою розглядаеться як нематер'юльний актив, що мае вартсть /' створюе умови для отримання доходу п'!дприемства. О^м того, дае пдприемству переваги за рахунок зменшення конфл'ктност'!, покращення д'тових взаемов'дносин, скорочення невиробничих витрат часу, росту економ!'чноУ ефективност/' б'знесу. Визначено фактори, що впливають на р 'тень залученост/' пра^внишв у роботу та трансформа^ю поведнки сп'1вроб'1тник'1в у в'1дпов'1дност'1 до стратег'!чного бачення л'дера щодо розвитку компанИ та зг'!дно з його прийнятими ршенням щодо ренжинрингу б'внесу. Розкрито основнi завдання ренжинрингу б'знес-процесв, вид'тено ключов/' напрямки та необхiднi нструменти при реалЬацп трансформацИ' корпоративно)'культури. Методолог'ш дослiдження базуеться на методах теоретичного анал 'зу та узагальнення науково) лтератури та пер'юдичних видань за темою досл'!дження, статистичного анал'ву, класифiкацiйно-аналiтичний метод / методи визначення економ1'чно)' ефективност '¡. Набув подальшого розвитку пiдхiд до сценарного моделювання процесу управл'1ння розвитком корпоративно)' культури пдприемства на основi поеднання складових культури, метод1в управл'1ння нею, базових цнностей та стратегiй управлння п '!дприемством у цлому, що дозволяе враховувати р'вноспрямован нтереси за^кавлених сторн /' гармонiзувати )х у процеа управл'1ння транснацюнальною лог'!стичною компанию.
Кпючов'1 слова: стратепя; корпоративна культура; управлшськ шновацп; залучеысть персоналу; узгоджеысть; адапта^я; л^ер; бiзнес-процеси; решжиыринг; ефективнкть; транснацюнальна лопстична компаыя.
Мария Григорак, Виктория Лега. "Стратегия реинжиниринга корпоративной культуры трансноциональной логистической компании". В статье обоснована роль стратегического реинжиниринга корпоративной культуры в повышении уровня конкурентоспособности транснациональной логистической компании и оптимизации эффективности ее деятельности. Рассмотрены основные процессы, принципы и особенности трансформации корпоративной культуры как одного из этапов реинжиниринга бизнес-процессов компании. Определены основные понятия корпоративной культуры, управленческих инноваций, реинжиниринга, которые являются действенными инструментами повышения эффективности управления предприятием. Предложен алгоритм создания корпоративной культуры, включающий ее позиционирование на стратегическом уровне, а также обеспечения соответствующих финансовых результатов. Управление корпоративной культурой рассматривается как нематериальный актив, имеющий стоимость и создает условия для получения дохода предприятия. Кроме того, дает предприятию преимущества за счет уменьшения конфликтности, улучшения деловых взаимоотношений, сокращения непроизводственных затрат времени, роста экономической эффективности бизнеса. Определены факторы, влияющие на уровень вовлеченности работников в работу и трансформацию поведения сотрудников в соответствии со стратегическим видением лидера по развитию компании и согласно его принятым решениям по реинжинирингу бизнеса. Раскрыты основные задачи реинжиниринга бизнес-процессов, выделены ключевые направления и необходимые инструменты при реализации трансформации корпоративной культуры. Методология исследования базируется на методах теоретического анализа и обобщения научной литературы и периодических изданий по теме исследования, статистического анализа, классификационно-аналитический метод и методы определения экономической эффективности. Получил дальнейшее развитие подход к сценарному моделированию процесса управления развитием корпоративной культуры предприятия на основе сочетания составляющих культуры, методов управления ею,
базовых ценностей и стратегий управления предприятием в целом, что позволяет учитывать разнонаправленные интересы заинтересованных сторон и гармонизировать их в процессе управления транснациональной логистической компанией.
Ключевые слова: стратегия; корпоративная культура; управленческие инновации; вовлеченность персонала; согласованность; адаптация; лидер; бизнес-процессы; реинжиниринг; эффективность; транснациональная логистическая компания.
Introduction. Permanent changes in the external environment, increasing competition, complicating the production and commercial activities of enterprises, increasing the importance of the time factor, expanding the space of enterprise activity and increasing the volume and speed of obtaining information and new knowledge increase the importance of internal sources of economic growth that can ensure an increase in production. The relevance of the topic follows from the fact that in recent years the issue of corporate culture has become particularly important, attracting the attention of both management theorists and practitioners. In the context of the formation of market Relations, increased competition, globalization and Ukraine's integration into the EU, enterprises are forced to constantly evolve and respond quickly to changes. The driving force in these processes is the corporate culture, which unites the enterprise and personnel with a single mission, a single philosophy, development strategy, principles, values, traditions, creates a reputation in the business world, forms the image of the organization, increases its competitiveness and provides a competitive advantage.
The formation of corporate culture is an important component of the development of a modern organization. Embracing the deepest values, attitudes and ideas of employees, corporate culture is a powerful means of influencing, on the one hand, the disclosure of the human potential of the organization, and on the other — the realization of its sustainable competitive advantages in the market. In the context of the knowledge economy, improving the efficiency of an enterprise is determined not only by the use of the latest techniques and technologies, the material interest of
performers, but, above all, their dedication, the level of favorable social atmosphere, common goals, interests and values. The relevance of corporate culture research attracts the attention of scientists, however, both theoretical and practical approaches can reveal such a limitation. The problems of forming a corporate culture, especially in newly created enterprises, are often reduced to the introduction of image and entertainment programs, while the potential of corporate culture can be revealed only if it is strategically directed.
Analysis of research problems. Theoretical foundations of the formation and development of corporate culture are actively studied in the world and domestic scientific literature. Among foreign scientists, various aspects of this problem were studied by: M. Armstrong, R. Akoff, T. deal, K. Davis, P. Drucker, A. Kennedy, W. Ouchi, K. Cameron, R. Queen, J. Newstrom, R. Waterman, G. Hofstede, S. Handey, E. Shane. A lot of research on this topic has appeared in recent years in Russian science, among which we can mention the works of A. Amosha, I. Buleev, A. Voronkova, A. Grishnova, M. Doronina, V. Dubyag, G. Zakharchenko, S. Ilyashenko, A. Kamenskaya, O. Martyakova, L. Melnik, G. Nazarov, O. Prokopenko, Yu. Shipulina and others. in the works of these scientists, the essence of corporate culture is revealed, various typologies and approaches to evaluating and managing its development are considered. However, in the context of post-crisis economic turbulence, fierce competition in the markets, increased processes of restructuring and reorganization of enterprises, mergers and acquisitions, the features of corporate transformation require a more thorough analysis. The phenomenon of corporate culture has always been given a lot
of attention, especially now, when in almost all economic, psychological, socio-humanitarian sciences such a direction as the "human factor" and its role in improving production efficiency is quite deeply studied. The analysis of economic literature shows that the issues of building organizational culture are quite deeply studied by scientists from both far and near abroad - these are, first of all, K. Cameron, R. Quinn, E. Kapitonova, V. Sate, T. Solomanidina, V. Spivak, O. Tikhomirova, V. Tomilov, S. handy, G. Hofsted, and others.
The works of Ukrainian scientists, namely: A. Voronkova, V. Grineva, Yu. Ivanov, T. Lepeyko, I. Mazhura, G. Nazarova, L. Panchenko, S. Paseka, M. Semykina, G. Khayet, I. Shvets, A. Shegda, A. Yastremskaya and others, are also devoted to the study of the problems of communication between organizational culture and competitiveness.
Determining the level of organizational culture, therefore, appears as a kind of means of diagnosing the state of culture and identifying its weaknesses. In this context, the issues of assessing and determining the impact of organizational culture on the efficiency and competitiveness of an enterprise in the context of Strategic Management become relevant.
Purpose and objectives of the article. Based on the above, the aim of the study is to develop a model for the transformation of corporate culture as the main stage of reengineering business processes of strategic management of the organization.
Presentation of the main material and research results. In search of levers to improve the efficiency of enterprise development and its competitiveness, the emphasis is often placed only on economic factors. However, we must not forget that a business entity is a person. And the result of its work largely depends on it, on its culture, and in general on the culture of the enterprise. Therefore, it is the corporate culture that is an important factor in the successful operation of the enterprise, increasing its competitiveness.
Today, there is no single approach to the interpretation of the concept of "corporate culture". In addition, various scientists often use such terms as "organizational culture", "enterprise culture", "organization culture", and "corporate culture" to characterize it. The analysis of interpretations of these concepts gives grounds to conclude that their essence is mainly identical and corresponds to the concept of "corporate culture". Functional, psychological, normative, and historical and genetic aspects are often used to determine the essence of corporate culture. Thus, functional definitions of corporate culture describe the functions of corporate culture, its role as a mechanism for regulating behavior between employees. Psychological definitions emphasize the formation of employee habits and the peculiarities of their adaptation to the organizational environment. Descriptive definitions include a list of elements of corporate culture. Normative-pay attention to norms and patterns of behavior, historical and genetic include in corporate culture the processes of social and cultural imitation, the development of traditions, customs, rituals.
Summarizing the studied definitions, we can conclude that corporate culture is a system of values, beliefs, beliefs, ideas, expectations, symbols, as well as effective principles, norms of behavior, traditions, rituals, etc. that have developed in the organization or its divisions during its activities and are accepted by the majority of employees.
Corporate culture is a permanent system of checks and balances that needs to be strengthened at all levels of the life cycle of the organization and employees. A strong corporate culture may attract new employees to the organization, but the motivation and relevance of the work must correspond to the desire to integrate into the culture. Unmotivated employees generate a negative culture with those around them, and all this work can quickly fall apart, so understanding what drives all employees in terms of motivation, and matching this to work,
thinking, and behavioral preferences is a better, more holistic approach to hiring, training, and retaining the employees who make up the organization - and who make up the organization's culture.
The corporate culture of an enterprise is closely linked to human resources management. Each management function (selection, motivation and evaluation of
personnel, formation of groups) is associated with the task of corporate culture - to provide the employee with important, up-to-date, complete and transparent information related to current and planned initiatives (activities) of the enterprise, its mission and strategies.
Figure 1 - Structure of the corporate culture of the enterprise. Compiled on the basis of [2]
Corporate culture provides a list of the main provisions in the work of the enterprise, depending on the development strategy and mission, and consists of an approved leadership system, a perfect communication system, the position of each employee, conflict resolution styles, existing symbols -taboos, restrictions, rituals, etc.
The decisive factor in the formation of corporate culture is the philosophy of the
enterprise, that is, the principles that the company's management imitates and which are formed in advertising materials, management speeches, and information documents. Their formation aims to create a certain image of the enterprise in the eyes of its employees and the external environment. The main concern of the company's management is appearance, because the success of the company's activities in a
competitive environment depends on it. This type is formed in the minds of enterprises and individuals under the influence of contacts with the enterprise, both directly with employees of the enterprise, and when getting acquainted with advertising, visiting exhibitions, presentations.
Thus, although working on the company's image is difficult and troublesome, covering many processes and many people, it is extremely necessary if the company is trying to gain a foothold in the market and have good prospects for further development.
The formation of corporate culture is a management tool that increases the productivity of employees of the enterprise, helps to create a positive image, good reputation and respect for it. Nowadays, corporate culture is the main mechanism that provides a practical increase in the efficiency of the enterprise. It affects the motivation of employees, the attractiveness of the enterprise as an employer, which is reflected in the turnover of personnel, the morality of each employee, his business reputation, productivity and efficiency of work, the quality of work of employees, the nature of personal and industrial relations at the enterprise, the attitude of employees to work, their creative potential. In modern conditions, the company's management is directly interested in ensuring that flexibility and innovation are the most important and integral components of the corporate culture.
Re-engineering is the most radical approach to improving business processes. It is also often referred to as process innovation, as its success is largely based on the team's innovation and creativity to improve the process. This approach provides a new perspective on the goals of the process and completely ignores the existing process and structure of the organization.
The main conditions for re-engineering, in addition to process orientation, include ambitious goals (not only to get out of the crisis, but also to become an industry leader in the future), abandoning the established rules
of doing business (which is quite difficult for domestic companies), and finally improving business processes through the use of modern information technologies.
In order for re-engineering to achieve these goals, it is also necessary to ensure a decent motivation of the system of incentives for senior management, since without management's confidence in the need to rebuild the enterprise, it is impossible to achieve the final result of re-engineering - a breakthrough in its work. All employees responsible for re-engineering must be given appropriate powers, otherwise they will be alienated by the middle management level that will perform their current functions. Reengineering work should be widely covered within the enterprise, which will ensure that all employees understand the changes that are taking place, otherwise it will lead to distrust and disobedience of performers and resistance of employees.
Re-engineering and its most efficient implementation require the creation of a separate budget (the minimum required), without which it is impossible to start and carry out the entire complex of works. As practice shows, in order to implement the planned program, it is important to clearly define and distribute the roles, responsibilities and responsibilities of each participant in order to ensure the implementation of the program's goals. During the implementation of re-engineering works, the results achieved in the course of work should be clearly highlighted.
Daniel Denison created one of the most representative models of corporate culture transformation in terms of organizational effectiveness. Since any company whose efforts are aimed at re-engineering business processes are based on the human factor, Denison's model is based on a behavioral approach with an emphasis on the personal statements, values and expectations of the company's employees. The range of tasks that the Denison model is used to solve is quite wide: from issues of economic efficiency of the organization, functioning of the
management system and corporate communication to support mergers and acquisitions, restructuring and
reorganization, development of innovative products, entering new markets, improving the quality of Service and personal development of managers and staff. A special feature of the Denison model is that it is based
on evaluating four main characteristics of corporate culture and Leadership: Mission, adaptability, engagement, and consistency. Accordingly, each of these characteristics is divided into 3 qualities (indicators), so 12 parameters are evaluated within the Denison model (fig. 2) [16].
Figure 2 - Denison's corporate culture model
Re-engineering of the corporate culture of an organization cannot take place without changing the paradigm, principles and behavior of its manager, since it is a reflection of his personal values and qualities. In 1997,
Richard Barrett developed cultural Transformation Tools (CTT), which are based on a seven - level model of consciousness, which allow you to determine the balance of personal values of employees and the existing
corporate culture. Adding to The Maslow pyramid, Richard Barrett characterized personal levels of consciousness in
accordance with the levels of awareness of needs and identified groups of values that correspond to them (table. 1) [17].
Table 1
Levels of personal and corporate consciousness
Human Self-awareness Corporate consciousness
needs
Spiritual Ministry 7 Long-term life expectancy
The desire to change 6 Cooperation
something
Internal integrity 5 Corporate values
Mental Self-transformation 4 Improving performance
Emotional Self-esteem 3 Efficient processes and systems
Attitude 2 Customer satisfaction
Physical Survival 1 Financial stability
It is proved that compliance with the corporate culture and strategy of the enterprise is fundamentally important. With strategically important changes in the external environment, two possible scenarios are possible: evolutionary and revolutionary. In the event of a revolutionary development, fundamental changes in strategy and corporate culture (reengineering technologies) are necessary. With evolutionary development, there is a gradual adjustment of the existing strategy and corporate culture (Kaizen technology). To identify opportunities for implementing reengineering and strategic planning, a SWOT analysis of the corporate culture and a mandatory survey of employees should be conducted.
According to the authors, according to the results of the analysis, re-engineering of the corporate culture of a multinational logistics company should be aimed at staff involvement. After all, a corporate culture based on staff involvement allows the company to achieve its strategic goals, creating a synergy environment where the labor, creative and intellectual potential of each employee is realized and conditions for their professional development are provided. In companies with a strong corporate culture, each employee makes every effort to achieve their own goals and the goals of the
organization and is personally interested in its development. In turn, engagement is manifested in the fact that the staff shows enthusiasm and proactivity in their activities and takes full responsibility for the proper performance and quality of work. To achieve the proper level of engagement, the organization's management needs to create an open and extensive system of Corporate Communication and delegation of authority and provide a working atmosphere in which each employee will be inspired to realize their potential. To do this, you need to create an appropriate corporate culture - a culture of engagement and self-discipline.
Corporate engagement culture is the successful implementation of a business strategy aimed at increasing profits and business value by revealing the sources of internal motivation of employees aimed at the highest and highest quality results.
At the initial stage of corporate culture transformation, it is necessary to take into account that the search and selection of employees who are characterized by self-motivation and self-discipline is the most important element of the engagement strategy.
The distinctive qualities of an employee with a high engagement rate are: absorbed in work - "time flies fast at work"; maintains concentration for a long time; feels a strong
emotional connection with the company; treats work with enthusiasm and passion; expands the scope of his responsibility, flexible, not limited to describing job responsibilities; adapts quickly to changes; strives to develop work skills; does not need reminders and instructions; does everything on time; persistent; takes initiative; focused on achieving goals; conscientious; responsible; dedicated to work.
The process of formation, development and changes of the Criminal Code should take place in accordance with the life cycle of the organization. Since there are three important periods in the development of the organization, each of them has its own cultural problems and corresponding mechanisms for solving them.
If we consider the process of developing and implementing a corporate culture strategy as a separate project, then it can distinguish three stages:
1) Diagnostics of the existing corporate culture;
2) Creating a model of a new corporate culture;
3) correction of the existing (introduction of a new) corporate culture.
Attempts to change the corporate culture cause active or passive resistance of employees. Resistance to change can have different strength and intensity. It manifests itself both in the form of passive, more or less hidden rejection of changes, expressed in the form of a decrease in productivity or a desire to move to another job, and in the form of an active, open speech against perestroika (for example, in the form of a strike, a clear deviation from the introduction of innovations). The reason for resistance may lie in personal and structural barriers.
Conclusions. Therefore, both scientists and business consultants are of the opinion that corporate culture directly affects the production performance of personnel. In particular, the weak corporate culture of the organization causes staff to feel helpless, depressed and meaningless in their work, which affects the decline in human
performance and productivity. Attempts to re-engineer business processes and improve employee efficiency mostly end in complete failure, as it is extremely difficult to change the existing corporate culture. Therefore, in the process of business process re-engineering, a crucial role is given to leaders who must focus their efforts, time and resources on simultaneously transforming many aspects of the business and creating a corporate culture that reflects and supports transformational decisions. With this in mind, corporate culture should be understood as a general reflection of all aspects of the company's activities, in particular the behavior of management and staff in the process of implementing a business strategy, all technological business processes and business practices. Corporate culture is the result of the behavior of employees of the company, so under the transformation of corporate culture, it is worth considering changing the model of behavior of employees in accordance with the strategic vision of its leader for the development of the company and in accordance with his decisions on business reengineering.
The question of how corporate culture affects strategic management can be divided into two parts:
- is there a correspondence between strategy and corporate culture;
- is it possible to make recommendations on the applicability or non-applicability of certain management practices in a certain corporate culture?
Since the corporate culture is formed in the process of finding working solutions and approaches to doing business by the enterprise, the correspondence between the enterprise strategy and the corporate culture should be observed. The task of the strategy author is to choose a strategy that is compatible with the "untouched" elements of the existing corporate culture in the enterprise. The task of the cultural leader is to change the aspects of culture that hinder the implementation of the strategy.
In general, the theoretical analysis carried basis of corporate culture for the team is
out suggests that the time has come for more being updated in order to achieve the effect
complex and "subtle" methods of managing of its members ' participation in socially useful
social and labor relations based on the activities.
principles of corporate culture. Management Further development of this direction
tools should cover the sphere of thoughts, involves both deepening research in the field
moods, value orientations, and motivations of of the relationship between strategy and
educated, qualified, and informed personnel. rapid response in the development of
The need to create a unified system of values, corporate culture, and their features in the
norms, rules, and everything that forms the context of enterprise employee types.
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