Security of formation of corporate culture of the enterprise in the international business
This article considers the concept of “corporate culture”, analyze different types of corporate culture, components of corporate culture and stages of security of formation corporate culture.
If the manager has not initially formed a corporate culture in the company, employees will work as they are accustomed to. This can lead to problems with personnel management and generally disrupt business processes. To build a very nice corporate culture is very difficult. First, we should think about security culture. What is “security culture”? It is the ideas, customs and social behaviors of an organization that influence its security. It is the most important element in an organization’s security strategy. And for good reason: The security culture of an organization is foundational to its ability to protect information, data and employee and customer privacy [7]. Some companies are beginning to get it. They are moving beyond tactical, episodic approaches to security and recognizing that effective enterprise-wide security requires a strategic, long-term approach, focusing more on communication and culture.
Corporate culture is the rules and values of the company, on which communication between employees and work within the entire organization are based. Each company forms a corporate culture in such a way as to unite the team, improve the microclimate, and increase the productivity of the enterprise. A policy of one company cannot be applied to another enterprise.
The main goal of corporate culture is to create an ideal space for the most effective work of employees. Loyal and professionally motivated employees work more productively. Engaged employees bring more revenue to the company.
Objectives of corporate culture [2]: resolution of conflicts between employees, departments; establishment of communications; define the role of each employee in the team; creation of common values of the company; employee training; creating an idea of the company for each employee; development of the organization’s image; establishing rules of conduct; formation of team spirit.
Corporate culture exists in any company since its inception, its creation is never spontaneous, all traditions are honed and accumulated over the years. Scientists identified the following types of corporate culture [1, 3]:
A culture of belonging. In this case, the priority is always a comfortable psychological climate in the team, the team is perceived as one big family. A culture of regulation. At the forefront are norms and formal rules, which entail a huge amount of bureaucratic obstacles and waste of time on coordination. A culture of dominance. The power given to the leaders is considered a priority. A culture of success. The main thing is the result. Such companies respect employees who achieve success, high performance and efficiency for the benefit of the development of the organization. A culture of consent. The key value is the ability to work and make important decisions in the team. Synthesis culture. An employee is evaluated based on his creativity and professionalism in the course of solving problems.
Consider the functions of corporate culture, which are the basis for the security of its formation [5]: Image formation. It helps to create a positive image to attract employees, customers, partners and investors. Motivation. Proper stimulation of employees helps to better solve the tasks. Involvement in the life of the company. Trainings, general briefings, corporate entertainment events, participation in social projects help to unite the team and increase the interest of employees in work. Adaptation and self-identification. Knowing the rules of corporate culture, new employees quickly understand their responsibilities and join the team. Every employee should feel part of the team. Management. In corporate culture, a management style is prescribed in order to properly organize work within the team. Arrange. Clearly defined instructions ensure stable and efficient operation of the company. Market positioning. Corporate identity, mission help to increase the recognition of the business, build a marketing strategy.
Stages of creating a corporate culture [3-7]: Analysis of the current situation. Choose a responsible employee who will be able to study the existing corporate culture in your company. This can be the manager of the personnel management department or its head. If your subordinates are too busy, it is better to invite an external specialist. He will analyze the values and rules of the company, identify mistakes, offer new ideas that will help to unite the team, organize work, and increase the efficiency of employees.
Choice of corporate culture goals. Write down the results of the analysis, discuss them with department managers. Determine what you will work with: employee engagement, loyalty to change, the emergence of new instructions, traditions, values.
Formation of goals, ideas and principles. Conduct interviews with heads of departments. Ask to describe the ideal atmosphere in the team, the mode of work, the values of the company.
Develop new corporate rules and values. Add them to important company documents, such as organizational standards, instructions for employees.
Systematic implementation. Tell employees about the company’s policies. Hold personal conversations and meetings of all departments, publish articles in the corporate blog, create an email newsletter.
Evaluation of the result. Ask employees what has changed with the introduction of corporate culture, study key performance indicators.
The security of formation of the corporate culture of the organization is carried out by the head or invited specialist. It includes traditions, values, mission, company strategy, corporate identity, type of relationship with employees, rules of conduct, ways to motivate the team, instructions, working environment.
References
- Above the line: how to create a company culture that engages employees, delights customers and delivers results, Michael Henderson Milton, Australia: Wiley, 2014.
- Organizational behaviour, 2nd ed, Ray French, and others Chichester: John Wiley, 2011 See particularly Chapter 7.
- Culture change, Cliff Moyce Management Services, Spring vol 59 no 1 2015, pp28-30.
- Demystifying culture, Jane Sparrow Training Journal, March 2014, pp 23-26.
- Physician, heal thyself? Ian McDowell Training Journal, April 2013, pp 27-30.
- The way we do things around here, Sarah Nicholas Director, March 2011, pp 56-59.
- https://www.forbes.com/sites/forbesbusinesscouncil/2021/05/27/the-importance-of-a-strong-security-culture-and-how-to-build-one/?sh=587881856d49