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Секция «Проблемы и перспективы международной интеграции в современном бизнесе»
UDC 004.94
THE ROLE OF THE INDUSTRY OF THE ORGANIZATION IN THE FORMATION OF ORGANIZATION CULTURE
Kozhukhovskaia A.O.,Zaytseva M.D.
Scientific supervisor - Kravchenko M.V. Foreign language supervisor -Litovchenko V.I.
Reshetnev Siberian State University of Science and Technology 31, Krasnoyarsky Rabochy Av., Krasnoyarsk, 660037, Russian Federation
Е-mail: imisineva@mail.ru
Organizational culture in each organization is manifested individually like a business card, it distinguishes a certain company from others, making it unique in a market landscape. The purpose of this study is to determine what has a key impact on the formation of a corporate culture in a company, to establish the relationship between the specifics of the organizational culture and the industry in which a particular firm operates.
Keywords: corporate culture, branch of organization, features of corporate culture.
РОЛЬ ОТРАСЛИ ФУНКЦИОНИРОВАНИЯ ОРГАНИЗАЦИИ В ФОРМИРОВАНИИ
ЕЕ ОРГАНИЗАЦИОННОЙ КУЛЬТУРЫ
Кожуховская А. О.,Зайцева М.Д.
Научный руководитель - Кравченко М.В. Руководитель по иностранному языку - Литовченко В.И.
Сибирский государственный университет науки и технологий имени академика М. Ф. Решетнева
Российская Федерация, 660037, г. Красноярск, просп. им. газ. «Красноярский рабочий», 31
Е-mail: imisineva@mail.ru
Организационная культура в каждой организации проявляется индивидуально, подобно визитной карточке она отличает определенную компанию от других, делает ее уникальной на рыночном ландшафте. Цель данного исследования — определить, что оказывает ключевое влияние на формирование корпоративной культуры в компании, установить взаимосвязь между спецификой организационной культуры и отраслью, в которой функционирует конкретная фирма.
Ключевые слова: корпоративная культура, отрасль организации, особенности корпоративной культуры.
According to E. Brown: "Organizational culture is a set of beliefs, values and learned ways of solving real problems that has developed over the lifetime of an organization and tends to manifest itself in various material forms and in the behavior of members of an organization."[2]. Organizational culture develops in an organization throughout its existence and manifests itself in various forms, starting with the material (uniform, corporate color) and ending with the established rules and norms of behavior and interaction of all members of the organization. The organization's position is largely determined by the specificity of the corporate culture formed, since depending on it, the attitude not only of employees to their work, but also the attitude of all stakeholders to the organization: customer loyalty, trust of stakeholders, good relations with state and local authorities.
Previously, there was an opinion that the corporate culture of an organization directly depends on the industry in which the company operates, and is completely determined by this area. But at the present stage of development, this opinion is losing its relevance. Today it is proved that companies operating in
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the same field of activity can have completely different organizational cultures, proclaiming completely different norms and values on which not only the company's internal processes are based, but also the peculiarities of interaction with the external environment.
In practice, this hypothesis is confirmed by the presence of a large number of companies operating in the same industry, but significantly differing from each other depending on their culture. Thus, for a more detailed analysis and confirmation of this hypothesis, we will conduct a comparative analysis of a group of companies. On the basis of company comparisons, conducting this analysis will make it possible to conclude about the relationship between the corporate culture and the specifics of the area of the organization.
To address this issue, we will conduct a comparative analysis of a group of organizations - companies operating in the field of refrigeration equipment development and production. This group includes the following companies: Biryusa( Russian production company), LIEBHERR, BOSCH and AMANA.
At first glance it may seem that these groups should have a culture based on the same principles. The production of refrigeration equipment is a manufacturing industry, science-intensive, requiring the implementation of certain standards and control over the production process. But in practice, this statement is erroneous. The cultures of these companies differ greatly from each other, and the main factor in this situation is not the specific of industry, but the influence of the national peculiarities of the countries where the headquarters of these organizations is located, the cultural motives of people.
To confirm this hypothesis, we use the Hofstede classifications of crop types. In Biryusa ( Russian production company), a large distance of power is traced, that is, the company has a clear "leader-subordinate" system, each employee knows his duties and clearly follows them, and the managers take full responsibility for managing the organization[1]. LIEBHERR, BOSCH and AMANA, on the contrary, have a small power distance. In LIEBHERR and AMANA, employees are members of one large and friendly family, everyone can share their ideas and experiences with managers, the ideas of each employee are important and valuable[5,1]. At BOSCH employees have the
opportunity to make decisions, their opinions are valued and respected[4]. Also, clear boundaries between ordinary workers and managers are erased. The reason for the difference in the distance of power can be explained by the stereotypes and level of development of the countries of the organizations. While in Russia after socialism, emphasis is still on total control, also explained by outdated equipment, in European countries, on the contrary, there is a greater emphasis on individual freedom and responsibility, the constant generation of new ideas.
Also, the relationship between employees in Biryusa ( Russian production company) is focused on a sense of collectivism. The influence of collectivist sentiments is clearly visible at the plant. Factory workers are one who must work together for the organization. Collectivism is also traced in the mechanisms of corporate culture: every employee is obliged to help newcomers. The management of European companies endorses the individualism of workers, their initiative, and also encourages the pursuit of career growth. In the company there is a personal responsibility of each employee for the result of their activities. Employees are provided with various opportunities that they can use for their personal advancement [3].
However, Biryusa ( Russian production company) and BOSCH are "courageous" organizations, that is, courageous features are clearly traced in their organizational culture. "Male", material guidelines prevail: make a career, earn money. Work is usually considered more important than interpersonal relationships. In LIEBHERR and AMANA, "feminine" features are more pronounced[5,1]. There is no clear separation of powers between men and women in all branches of the organization, starting with top management and ending with working labor. And the quality of life, maintaining good relations with colleagues, moral and ethical aspects, etc. dominate in the value system. This can also be explained by national characteristics. In Germany and Russia, male features generally dominate. But LIEBHERR is also a German company, but as far as this organization is concerned, its value system is based on family values. This company is positioning itself as a family business. Thus, in this respect, digging relies more on its intrinsic values and postulates than on national ones[5].
Despite the above differences, the corporate cultures of these two companies have a common feature - the avoidance of uncertainty. Companies tend to "determine the conditions on the shore", to eliminate ambiguities in relations with the staff. The most important way to avoid uncertainty is the development
Секция «Проблемы и перспективы международной интеграции в современном бизнесе»
of detailed laws and rules of conduct for all occasions, and within the framework of a specific external economic activity - the preparation of detailed contracts. It is likely that the presence of this common trait is related to the specifics of the activities of organizations. Since these organizations are engaged in industrial activity, it is very important to ensure the stability of the production, their uninterrupted work. That is why companies at the beginning of each year analyze market risks in order to avoid an unstable situation.
Thus, after analyzing group of companies, it can be concluded that the scope of the company is not a key factor influencing the formation of corporate culture in the company. Organizational culture is influenced by various kinds of factors: the culture of a country, the level of its economic development, the external environment of an organization, and even reference companies. Corporate culture is not formed in the company under the influence of only one factor, they all in varying degrees determine its formation. Some factors are stronger, others less. After completing this analysis, we found that the hypothesis about the key role of the industry in which the organization operates, is irrelevant and unreliable.
References
1. AMANA available at: https://amana.com/, 11 March. [11 March 2019].
2. A.N. Asaul, M. A. Asaul, P. YU. Yerofeyev, M. P. Yerofeyev Kul'tura organizatsii: problemy formirovaniya i upravleniya, 11 March. [11 March 2019]. (in Russ.)
3. Biryusa available at: http://www.biryusa.ru/, 11 March. [11 March 2019]. (in Russ.)
4. BOSCH available at: https://www.bosch.ru/, 11 March. [11 March 2019]. (in Russ.)
5. LIEBHERR available at: https://www.liebherr.com, 11 March. [11 March 2019]. (in Russ.)
© Зайцева А. О., 2019
