FORMATION AND DEVELOPMENT OF ORGANIZATIONAL CULTURE IN THE COMPANY

Krystyna LYHODIY

the Department of Innovation Management and International Logistics

The purpose of the diploma research is to study organizational culture of the enterprise.

The object of the research is OVEND plc.

The subject of the research is the organizational culture of the company.

to analyse the content of the concept "organizational culture";

to study theoretical bases of research of organizational culture;

to carry out the analysis of organizational culture of OVEND plc;

to define ways of improvement of organizational culture in OVEND plc.

The following tasks were set in the diploma project:

• The definition of the organizational culture.• The typology of the organizational culture.• The influence of organizational culture on the

organizational effectiveness (efficiency of the company) 

The theoretical part consists of:

OVEND plc 1984

The company has a wide range of goods:

cakes;

cookies, waffles, spice-cakes;

pies, pastry;

chocolate;

confectionery products;

fruit jelly.

THE BACKGROUND

Clan and market organizational culture.

A friendly work place.

Desire to emphasize the external positions and

control.

A relatively low risk.

Work in teams.

The results of analysis of organizational culture

Its own jargon.

The tradition to celebrate the birthday of the company.

Symbols of the enterprise.

A set of rituals.

Holding corporate events.

Coefficient of staff turnover 0.3

Coefficient of staff  constancy 1

Coefficient of educational level 1

Coefficient of staff training 0.8

Coefficient of absenteeism 0.4

Coefficient of technical support  0.7

Coefficient of financial  provision 0.5

Coefficient of information support  0.4

• Increasing proneness to conflict among employees of the company.

• Problems associated with the adaptation of a new recruit to the organization.

The negative features of the organizational culture in the company

• Lack of a corporate code of conduct.

• Inconsistency of the organizational culture and external environment.

• Obsolete principles and norms of employees’ behaviour.

Identification of the longest conflicts between groups.

Introduction of the program of perks

Creation of internal university.

Giving tasks in a written form or by e-mail.

Creation of an "internal web-site" accessible only to the employees of the organization.

Ways of improving organizational culture of the company

Permanent keeping the register of the tasks which are carried out by the company.

Development of staff motivation.

Expedient use of staff appraisal.

Use of expert computer systems.

Increase of attendance of professional development programs requiring to describe the reason of absence in a written form.

The company’s code of conduct contains recommendations on the issues of daily business communication and reflects the standards of behavior and values accepted in the company.

Development of corporate code of conduct

By the nature of the activity the psychologist possesses valuable information on the state of affairs in the team, therefore at making administrative decisions the psychologist has to have "an advisory vote" which the head always has to listen to.

Organization of psychological consultations for employees

This is an expert who is responsible for development of the system of internal corporate values

and their embodiment in daily activity of employees.

Creation of a new position of an expert in organizational culture

Social effect• increase of social staff cohesion• understanding of the purpose • improvement of the state of labour discipline• improvement of psychological climate in the

company • improvement of personnel attitude to their

work

Economic effect = 18500

Thank you for attention!!!