Corporate culture of the organization, as a tool to increase staff motivation

Within each company there is a certain system of relationships, which is fixed officially in the charter, but also has unspoken rules, the violation of which leads to a negative result. The whole complex of relations between employees, hierarchy, norms of behavior and established rules are called "corporate culture of the organization". It is one of the tools for influencing personnel, enhancing team cohesion, introducing a unified concept of behavior and, as a result, the possibility of a stable growth of the company's profits

Correctly chosen corporate culture of the organization is able to provide it with high positions in any market, as it is a powerful stimulating factor for employees to improve the quality of their work and improve its results. This system has two facets: official and unofficial. In the official part, such points as the preferred style of dress, hierarchy in teams, standards of conduct, the routine of the working day, a set of punitive measures in case of violation, as well as the methods of rewarding at its observance and making rational proposals for its improvement are prescribed. The informal corporate culture of the organization is not documented, but does not become less significant. In fact, these are the unspoken rules of behavior in the team, the observance of certain traditions.

Western corporate culture of the organization is based on the notion of "team", that is, employees must unite to achieve a specific goal. The advantage of such relationships is a sense of confidence in each other, a sense of self-worth. At the same time, every worker tries to stand out against the general background for the realization of his career ambitions. Thus, a healthy competition is obtained, but the staff is united by a single task solution. It is believed that such corporate culture and corporate ethics are the most productive for increasing the profitability of the enterprise.

In Japan, it is customary to set working interests above personal interests. It is not the official corporate culture that is very strong here, because nowhere is it written that the employee should work more than what is necessary. In fact, the average Japanese will be willing to work for the benefit of his corporation, no matter how much time and energy it takes. The boss is considered not only the dominant person in the company, but also comparable with the elder relative, who must obey without reserve and respectfully treat. This system of values has led to the fact that the Japanese most often spend their entire lives in the same enterprise, where there is a clear hierarchy, which is extremely difficult to break.

It is worth noting that the corporate culture in Russia is in its infancy. At the moment, the leaders are still coming to the conclusion that a well-built relationship with subordinates can become a pledge to increase the profitability of the organization. In Russian organizations, it is customary to blame management for all troubles, and the bosses in their turn - most often uses punitive measures to regulate relations with subordinates. This leads to the eternal discontent of workers with their managing structures, which is extremely ineffective for increasing their motivation. In order to consolidate the team, the authorities can attract specialists who organize activities to enhance the corporate spirit. This procedure is called tim building, and its organizers are tim-builders. Often they are invited people, but some large Russian corporations have appreciated their services and organized permanent jobs for them. Companies that have achieved great success have long recognized the fact that they owe this to their subordinates.