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ISSUES OF APPLICATION OF FOREIGN PRACTICE OF CORPORATE
CULTURE IN ORGANIZATIONS
Urinov Bobur Nasilloyevich -
PhD., Head of Corporate Governance department
Tashkent state university of econocmis
Аннотация.
Мақолада ривожланган мамлакатларнинг корпоратив маданият соҳасидаги илғор
тажрибасида корпоратив муҳит ва уни жорий етиш масалалари муҳокама қилинган бўлиб, иқтисодий
адабиётлардаги асосий ёндашувлар кўриб чиқилди, ташкилий хатти-ҳаракатлар ва корпоратив маданиятнинг
ривожланиш босқичлари таҳлил қилинди.
Калит сўзлар:
ходимларни бошқариш, ташкилий хатти-ҳаракатлар, корпоратив маданият, ташкилий
фаолият.
Аннотация.
В данной статье обсуждаются различия корпоративной среды и вопросы применения передового
опыта развитых стран в сфере корпоративной культуры, рассматриваются основные подходы экономической
литературы, объясняются этапы развития организационного поведения и корпоративной культуры,
анализируется контекст организационного поведения и корпоративной культуры.
Ключевые слова:
управление персоналом, организационное поведение, корпоративная культура,
организационная эффективность.
Annotation.
In the given article discussed difference of corporate environment and issues of application best practice of
developed countries in the sphere of corporate culture, reviewed main approaches of economic literatures, explained stages of
development of organizational behavior and corporate culture, analyzed context of organizational behavior and corporate
culture.
Key words:
personnel management, organizational behavior, corporate culture, organizational performance.
The restructuring of the country's eco-
nomy is a serious challenge of the ability of
organizations to adapt to dynamic changes in the
external environment. The problems of stability,
solvency, financing and, as a rule, manageability
that arise in this regard for enterprises are re-
solved if they manage to streamline the process
of the internal structural organization of per-
sonnel.
This allows to create new organizational
conditions for interactions between manage-
ment and personnel. In the context of globali-
zation, integration processes in the sphere of
interaction of various types of organizational
structures of banks and industrial capital are
activated, to a large extent determining the
structure of industry and determining the vector
of its further development. From foreign expe-
rience it is clear that most large enterprises in
any country coordinate their actions taking into
account the trends emerging in the world mar-
ket, organizationally adjusting to changes in
external factors. This, in turn, predetermines a
wide variety of organizational structures, corpo-
rate strategies they use, and, as a consequence,
the development of corporate cultures, the
formation and improvement of organizational
behavior.
At the current stage of the country's eco-
nomic development, it is extremely important,
based on the existing experience, to analyze the
characteristic features of the functioning and
development of various types of organizational
behavior, to focus on the development and
improvement of the integration mechanisms of
its formation.
Corporate behavior is literally the beha-
vior of a corporation or company; concept used
primarily in relation to commercial enterprises,
while the concept of "organizational behavior" is
used for organizational structures that do not
aim to achieve economic efficiency through
profit.
The characteristics of corporate behavior
may vary; their strength and importance change
for many reasons. For example, a nonprofit orga-
nization can grow at a faster rate if it has bran-
ches in other countries. The main reasons for the
change in corporate behavior can be presented
as follows:
Economic downturn
Low activity efficiency
Changes to the size and type of organi-
zation
Management decisions that transform
the structure of the organization
Competition
The main characteristics that influence
corporate behavior in specific organizations are
as follows:
Profit.
Profitability is the ultimate goal of
corporate solutions. Corporations prefer to
generate higher profits, at least in the long term,
and this influences the formation of the work-
force and their norms of behavior.
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Internal structure.
Corporations tend to be
hierarchical, although the structure of the
hierarchy changes. Very few corporations are
largely democratic, for example, Ricardo Semler,
who owns a corporation in Brazil, allows all
employees to choose managers and determine
development strategies.
Methodologically, the study of organiza-
tional behavior is based on the following studies:
problems of development and integra-
tion of enterprises: Y. Vinslav, V. Dementyev, B.
Erznkyan, V. Tsvetkov;
enterprise management: theory and
economics of management, psychology and
acmeology of management;
in the field of studying management
problems and improving the efficiency of corpo-
rate structures: G. Kleiner, B.Z. Milner, A.G. Mov-
sesyan and others;
in the field of economic psychology: V.D.
Popov, V.P. Poznyakov;
various aspects of the formation of
corporate culture, including within the frame-
work of the following approaches: socio-psy-
chological: V.N. Voronin, M.V. Iontseva, N.G. Pan-
ferov, psychological and acmeological: I.A. Smir-
nov.
Today, corporate culture is studied in the
framework of the following main approaches[1]:
systemic or structural-functional, within
the framework of which the corporate culture is
viewed as a kind of integrity, in which each com-
ponent reflects its certain qualitative charac-
teristics[2];
symbolic or phenomenological (E.
Hoffman, A. Schutz), which is based on the
following: the meaning and interpretation of
what is happening in the organization is more
important than what is in reality; instability and
uncertainty negatively affect corporate relations;
people use symbols and traditions to reduce the
level of uncertainty[3];
cognitive, based on the concepts of
"collective thinking", "group consciousness",
"organizational mind", "social representation",
etc.
Today, in economics, a special place is
occupied by the analysis of the problems of -
corporatism in management and corporate cul-
ture as a scientific and applied interdisciplinary
category and its individual types, in particular,
“corporate culture of management entities”,
“corporate culture of entrepreneurs”, “corporate
culture of personnel of organizations”;
"Corporate behavior". The economic analysis of
corporate culture and corporate behavior in
specific types of organizations is becoming
increasingly important.
But in reality, things are even more
complicated. Culture is refracted in each
individual in different ways, and this is not a
random, but a natural process. Culture is, as it
were, distributed among its carriers. Moreover,
this distribution is functional and has intra-
cultural conditioning. One can agree with Robin
Williams that "the problem of values is relevant
in many spheres of social science," since "values
serve as a criterion for the framework within
which the dynamics of a social phenomenon is
going"[4].
The management style in our organiza-
tions differs significantly from the Western
European and American ones, which, in turn,
affects the order and sequence of implemen-
tation of managerial innovations, and the
formation of corporate behavior in companies -
various economic entities. The main differences
can be formulated in a number of features.
In our organizations, in comparison with
Western ones, parochialism is strong. Quite
often, the management apparatus is a conglo-
merate of competing clans of deputies who
constantly prove to each other and to the head of
the organization that they are more competent
than their colleagues, and on this basis require
more authority (but not always responsibility).
When discussing issues related to improving the
organization's management system, in the event
of a conflict of interest, a discussion of the
knowledge of a particular specialist and his
awareness of a particular issue often begins.
Thus, the subject of the conversation (ways of
improving the control system) is replaced by the
discussion of specific people. In this situation, it
is very difficult to introduce managerial innova-
tions and especially the strategic planning
system. The interests of various groups may not
coincide, each of them may pursue its own goals,
and this contradicts the ideas of a strategic
planning system focused on uniting different
characters into a single team, collective efforts in
generating ideas and implementing a plan.
Managers, in contrast to Western Euro-
pean and American, are more focused on ready-
made recipes. In the US, the trend is opposite.
Managers often seek to understand the principle
and then independently develop a management
procedure and forms of documents, negatively
perceiving the teacher's attempts to impose
ready-made recipes on them.
Managers are literally drowning in current
affairs. Perhaps the point is in the inability of
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leaders to organize themselves, to distribute
powers and not to do small things. Maybe the
subordinates do not know how to organize
themselves and their work. Most likely, the truth
is somewhere in between. In any case, the
strategic planning system is a powerful weapon
in the fight against organizational chaos. The
leader who decides to implement it must be
ready to change, first of all, himself, his methods
of work. Only then will the system be effective.
The activities of the strategic plan should ideally
be of equal importance to the operational issues.
Compared to Western companies, organi-
zations pay less attention to the analysis of
corporate culture and its systematic propaganda
among staff and customers, strategic thinking,
lead to underestimation or even neglect of
competitors. "We know them, they are not our
competitors, we are simply better than them." As
a result - passivity instead of studying compe-
titors, intercepting their achievements; excessive
optimism, calm drift, until, as they say, "thunder
breaks out."
Organizations often ignore customer needs
or confine themselves to slogans. Technology
matters more. Extensive application of the old
principle of planning "from achieved".
Introducing a new culture and adapting to
new norms of corporate behavior is often a
difficult and painful process. Adaptation is one of
the most difficult moments after coming to a new
place. Usually the main help is provided by the
HR manager. Some companies specifically con-
duct adaptation trainings, but the minimum
requirement in this case is that the new emp-
loyee should not be in conditions of information
hunger or receive incorrect information.
The idea of cultivating a corporate culture,
imported from abroad, was rather uncritically
accepted by the business as a guide to action.
How successfully this can be determined by
analyzing the main mental characteristics and
fundamental foundations that form the pecu-
liarities of the formation of corporate cultures, as
well as formal principles formed at enterprises.
Thus, the basis for future conflicts in the
team is being laid, because people of interest and
people of salary speak different languages, but
are cooked in one team. Most of today's com-
mercial enterprises find themselves in such a
chronic state of smoldering conflict. Cohesion
occurs where the interests of the participants
coincide. Cohesion lives on as long as the inte-
rests of the participants coincide. In commerce,
obviously, this is money, earnings. As long as
each one individually is able to produce the final
product (what is sold), no cohesion is needed:
you just need more market space so that
colleagues are not cramped and they do not turn
into competitors. Here the cement of cohesion is
personal likes and dislikes, but another firm
producing a "simple" product does not need
another: the firm will never overpay an emp-
loyee (this is the property of interest).
When a firm's product is too complex to be
produced by one person, it is time for a team and
division of labor. Cohesion is necessary here, and
an important parameter when hiring is "the
ability to work in a team". And here the percen-
tage principle of payment from the engine of the
company turns into its problem: after all, if a
team earns on a percentage, all its participants
need to divide the proceeds from the product
among all. This causes mutual discontent, envy
of those whose work or qualifications were rated
higher, contempt for related specialties. The
salary system allows the implementation of the
Mission. But the salary system becomes
appropriate, effective and even the only possible
if what the company produces and sells is not
done alone. This is not obvious to many leaders,
but from this moment it is possible (and
worthwhile) to think about the Mission. The
mission is a kind of more global than earnings
and one's own well-being, an idea that is
declared by the company as a priority. Thus, the
methodology for managing organizational beha-
vior is based on the methodological foundations
of the study of corporate culture, but it has its
own specifics, determined by the economic fac-
tors of corporate behavior.
Bibliography
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4.
Williams R.M. International Enciclopedia of the Social Science. New York., 1968.
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Milchen J. Inherent Rules of Corporate Behavior: A Primer. Reclaim Democracy.org, Bozeman, Montana, USA., 2002
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Уринов Б. Н. ПРОБЛЕМА КОРПОРАТИВНОГО УПРАВЛЕНИЯ //Проблемы экономики. – 2014. – №. 5. – С. 21-22.
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