Open and closed systems

There are two main types of systems: closed and open.

Closed system(closed system) - a system isolated from the external environment, the elements of which interact only with each other, without having contacts with the external environment.

Rice. 3.1.

An open system is a system that interacts with its environment in any aspect: information, energy, material, etc. 1

All organizations are open systems and depend on the outside world for their survival. The organization exchanges energy, information and materials with the external environment through permeable boundaries. An open system is not self-sustaining, as it depends on energy, information and materials from outside. In addition, an open system has the ability adjust to changes in the external environment and must do so in order to continue its functioning.

An organization as a complex system consists of large constituent parts, which are called subsystems. Subsystems can, in turn, be composed of smaller subsystems. Since they are all interdependent, malfunctioning of even the smallest subsystem can affect the system as a whole. Therefore, the work of every employee and every department in the organization is very important to the success of the entire organization.

The model of the organization as an open system. 7-S concept by T. Peters and R. Waterman

The model of the organization as an open system in a simplified form is shown in Fig. 3.2. Inputs models are information, capital, human resources and materials obtained by an organization from the environment. Organization in progress transformations processes these inputs, converting them to products or services - exits organizations that it transfers to the environment. In the course of the transformation process, the added value of inputs is created if the organization is managed effectively. As a result, additional outputs, such as profit, increase in market share, increase in sales (in business), implementation of social responsibility, employee satisfaction, organizational growth, etc.

Rice. 3.2.

One of the most popular in the 1980s. systemic concepts of management - this is the theory "7-S", the authors of which are researchers at the McKinsey consulting firm T. Peter and R. Waterman, who wrote the famous book "In Search of Effective Governance."

According to this theory, an effective organization is formed on the basis of seven interrelated components, changing each of which requires a corresponding change in the other six. In English, the name of all these components begins with "s", so the concept was called "7-S".

The key ingredients are:

• - strategy (strategy) - plans and directions of actions that determine the allocation of resources, fixing obligations for the implementation of certain actions in time to achieve the set goals;
• - structure (structure) - the internal composition of the organization, reflecting the division of the organization into divisions, the hierarchical subordination of these divisions and the distribution of power between them;
• - systems (system) - procedures and routine processes in the organization;
• - state (staff) - key groups of the organization's personnel, their characteristics by age, gender, education, etc .;
• - style (style) - management style and organizational culture;
• - qualification (skills) - the distinctive capabilities of key people in the organization;
• - shared values (shared values) - the meaning and content of the main activities that the organization communicates to its members.

In accordance with this concept, only those organizations can function effectively and develop in which managers can maintain a system in a harmonious state, consisting of the listed seven components.

It would seem, what could be easier than asking a question? However, there are many rules and varieties of questions in both English and Russian. In addition, the use of them in a conversation always depends on And as we have to be convinced, the situations in both English and Russian conversation are very similar to each other. Let's take a closer look at the types of questions in this article.

What are the questions in Russian?

In this paper, we will consider 5 types of questions. There are a number of other classifications, the number of questions in which may vary, but today we will focus on this one.

So, according to our classification, there are five closed, open, turning, rhetorical, questions for reflection. Note that open and closed questions are distinguished in almost all types of classifications. This fact makes them basic.

Now we will consider each type in more detail, and also give examples.

Open question

Open-ended questions are questions that require a detailed answer and any explanation. It is impossible to answer them either "yes" or "no". Such questions begin with the following interrogative words: “how”, “who”, “what”, “why”, “how much”, “which”, etc.

These questions allow your interlocutor to choose the information they want to answer. On the one hand, this can lead to the fact that the interlocutor conceals what he does not want to disclose. But on the other hand, if you ask a question in a suitable emotional situation, the interlocutor can open up and tell much more than the question asked by you demanded.

Open-ended questions allow you to turn your monologue into a conversation. However, there is a danger that you will lose control of the conversation and it will be difficult to regain control.

Here are some examples of such questions:

• Why do you want to study at our university?
• When did you decide to agree to this conversation?
• How much do you earn per month?
• Who is cleaning your home?
• What do you usually do in the evenings?

Closed question

Closed-ended questions are those in which you can answer either "yes" or "no". Often the particle "li" is used in closed questions. They limit the freedom of the interlocutor as much as possible, leading him to a monosyllabic answer.

In addition, closed-ended questions have a number of disadvantages:

• the information received when answering them will be superficial;
• two answers create an impression of coercion, so the interlocutor will gradually feel more and more uncomfortable, which ultimately hello to the fact that he wants to end the conversation as soon as possible;
• they lead to a reluctance of the interlocutor to open up and provide more information.

Closed-ended questions are recommended to be used in cases where it is necessary to collect a lot of information in a short time. For example, when conducting various studies. If you plan to get to know your interlocutor better and assume that your acquaintance will continue, you should definitely alternate closed questions with open ones, allowing your partner to speak.

• Do you like running?
• Would you like to learn how to swim?
• Do you play musical instruments?

A rhetorical question

We continue to consider the types of questions. The next step is a rhetorical question, which serves for a deep and detailed examination of the subject of the conversation. It is impossible to give an unambiguous and unbiased answer to such questions. Their purpose is to point out unresolved issues and raise new questions or to generate support for your opinion by the participants in the discussion through tacit consent. When composing such questions, the particle "li" is also often used.

• We all share the same opinion on this issue, don't we?
• Can we take things like this normally?

The turning point

Another basic type of question is a turning point. These are questions that help keep the discussion in a certain direction. They can also serve to raise new problems. They are asked in those situations when you have received comprehensive information on the problem under consideration and would like to divert the attention of the audience to another, or when an opponent's resistance arose and you want to overcome it.

The interlocutor's answers to such questions allow us to find out the vulnerable points in his judgments.

• Tell me, how do you think, is it necessary? ..
• How is it really going with you? ..
• How do you see it? ..
• What do you see in the future? ..

A question to think about

These kinds of questions encourage the interlocutor to reflect and carefully consider what has been said previously and prepare comments. In such a speech situation, the interlocutor gets the opportunity to make his own changes to the position already stated by someone. This allows you to look at the problem from several angles.

Examples of such questions:

• Do you think that? ..
• Did we understand correctly your judgment about what? ..
• Do you agree that? ..

Thus, we have considered the meaning and examples of the types of questions used in the Russian language.

How many kinds of questions are there in English?

There are also several types of questions in English. There are five of them, as in the Russian language. The use of questions will depend on the situation, context and the purpose for which you ask them. So, let's look at the types of questions in English with examples.

General question

General questions are identical to closed ones in Russian, that is, they assume a monosyllabic answer: "yes" or "no". They serve to obtain general information only.

Such questions are composed without interrogative words, and begin with auxiliary verbs. And as you remember, in the English language for each time there are certain

The word order when composing the question: auxiliary verb - subject - semantic verb - addition - definition.

• Is he a good driver?
• Did he go to the disco today?
• Do you play basketball every day?

Separated question

We continue to consider the types of questions in English with examples. This type is called dividing because it consists of two parts, which are separated by a comma:

• Part 1 is a statement;
• 2nd part - "root", a question regarding this statement.

The "spine" is usually the opposite of the statement. That is, the purpose of the question is to verify the authenticity of the statement made.

• You play basketball every day, don’t you?
• Steven is a famous artist, isn’t he?

Special question

The question types can also be used for additional information. For example, He necessarily begins with interrogative words. The following are commonly used: when, why, where, which, how etc. These words do not apply what and who when they act as subjects.

Thus, the question has the following structure: interrogative word - auxiliary verb - subject - semantic verb - addition.

• What is your name?
• When did you go to England last time?

Questions with or("or")

Questions like these involve a choice between two different answer options. The word order here is the same as in the general question, but it is imperative to offer an alternative possibility.

• Do you like tea or coffee?
• Will you go to Moscow by plane or by train?
• Does your father or your mother help you with your homework?

Question with who (what)

This type is used when it is necessary to ask a question to the subject in a sentence. It will start with words what or who... The main feature of this type of questions is that the word order when composing it remains the same as in the statement. That is, the word order will be as follows: who / what - a semantic verb - addition.

Here are some examples:

• Who is this man?
• What was that?

So, we have considered the possible types of questions in both Russian and English. As you can see, in both languages, despite the huge difference in origin and grammar between them, questions perform approximately the same functions. This tells us that a conversation in any language is conducted for a specific purpose. Moreover, the question-driven reasoning mechanisms also appear to be similar.

Open list- the list (persons, rights, obligations, etc.) specified in the regulatory legal act, the expansion of which is provided.

Closed list- the list (persons, rights, obligations, etc.) specified in the regulatory legal act, the expansion of which is not provided.

Clarification

The terms "open list" and "closed list" are often used by lawyers.

Open list - a list (persons, rights, obligations, etc.) specified in a regulatory legal act, the expansion of which is provided.

Example

Article 264 of the Russian Tax Code defines the list of other expenses, which are specified in 48 subparagraphs of paragraph 1. Moreover, the last, 49th subparagraph includes: "other expenses associated with production and (or) sale".

That is, the list of other expenses is open.

Closed list - a list (persons, rights, obligations, etc.) specified in a regulatory legal act, the expansion of which is not provided.

Example

Article 258 of the Tax Code of the Russian Federation (Tax Code of the Russian Federation) defines the list of depreciation groups. The list contains 10 depreciation groups and its expansion is not provided.

Example

Article 346.16 of the Tax Code of the Russian Federation determines the costs for the application of the simplified taxation system. This article contains a closed list of such expenses. Based on this, the regulatory authorities conclude that any expenses not indicated in this list are not recognized as expenses for the simplified tax system. For example, the Ministry of Finance believes that management costs are not recognized under the simplified tax system (Letter of the Ministry of Finance of Russia dated 13.02.2013 N 03-11-06 / 2/3694).

Examples from judicial practice

Determination of the Constitutional Court of the Russian Federation of March 24, 2015 N 677-O: "According to the applicant, paragraph 1 of part two and part three of Article 413 of the Code of Criminal Procedure of the Russian Federation define newly discovered circumstances only as unknown to the court at the time the sentence or other court decision enters into force, establishing while their closed list, and do not allow other circumstances to be considered as such, in particular those that are grounds for changing or canceling court decisions in the appeal, cassation and supervisory procedures. "

The decision of the Court for Intellectual Property Rights dated February 26, 2015 in case No. SIP-1053/2014: is not closed, the named article does not indicate that such persons may include only those citizens of the Russian Federation who received citizenship on the basis of Article 4 of the Federal Constitutional Law of March 21, 2014 No. Federation of new subjects - the Republic of Crimea and the federal city of Sevastopol "(hereinafter - Law No. 6-FKZ)."

Definition of the Constitutional Court of the Russian Federation of 03.24.2015 N 631-O: "Article 16.7 of the Administrative Code of the Russian Federation establishes administrative responsibility for the submission of invalid documents when performing customs operations. Open list of persons, which can be brought to administrative responsibility for the commission of this offense, is due to various forms of contractual relations between individuals and legal entities arising in connection with the movement of goods across the customs border. "

There are two main types of systems: closed and open. A closed system has rigid fixed boundaries, its actions are relatively independent of the environment surrounding the system. Clocks are a familiar example of a closed system. The interdependent parts of the watch move continuously and very precisely as soon as the watch is wound or the battery is inserted. And as long as the watch has a source of stored energy, its system is independent of the environment.

An open system is characterized by interaction with the external environment. Energy, information, materials are objects of exchange with the external environment through the permeable boundaries of the system. Such a system is not self-sustaining, it depends on energy, information and materials from outside. In addition, an open system has the ability to adapt to changes in the external environment and must do this in order to continue its functioning Doblaev V.L. Organization theory. M .: Nauka, 1995.S. 76 ..

The closed ones are characterized by determinism and linearity of development. Open systems imply the exchange of matter, energy, information with the outside world at any point, as well as the stochastic nature of the processes, sometimes leading to randomness to a defining position. The management of such systems involves the development of the optimal option based on the study of a variety of options for making management decisions.

Leaders are primarily concerned with open systems because all organizations are open systems . The survival of any organization depends on the outside world. The approaches developed by the early schools in management could not suit all situations, since they assumed, at least implicitly, that organizations are closed systems. They did not actively view the environment as an important variable in management.

The large components of complex systems, such as organizations, a person or a machine, are often systems themselves. These parts are called subsystems. . The concept of a subsystem is an important concept in management. Through the division of the organization into departments, which is discussed in the following chapters, management intentionally creates subsystems within the organization. Systems such as departments, departments, and different levels of government - each of these elements play an important role in the organization as a whole, just like subsystems of your body, such as blood circulation, digestion, nervous system and skeleton. The social and technical components of an organization are considered subsystems.

Subsystems can, in turn, be composed of smaller subsystems. Since they are all interdependent, malfunctioning of even the smallest subsystem can affect the system as a whole. The work of every department and every employee in the organization is very important to the success of the organization as a whole.

Understanding that organizations are complex open systems made up of several interdependent subsystems helps to explain why each of the schools in management was practically acceptable only to a limited extent. Each school strove to focus on one particular sub-system of the organization. The behavioral school was mainly concerned with the social subsystem. Schools of scientific management and management science mainly by technical subsystems. Consequently, they were often unable to correctly identify all the major components of the organization. None of the schools seriously considered the impact of the environment on the organization. More recent research shows that this is a very important aspect of an organization's work. It is now widely believed that external forces can be the main determinants of an organization's success, which determine which of the tools of the management arsenal may be appropriate and, most likely, successful.

Rice. 2 is a simplified view of an organization as an open system. At the entrance, the organization receives information, capital, human resources and materials from the environment. These components are called inputs . During the transformation process, the organization processes these inputs, transforming them into products or services. These products and services are the organisation's outputs that it releases into the environment. If the management organization is effective, then the added value of inputs is generated during the transformation process. As a result, many possible additional outputs appear, such as profit, increase in market share, increase in sales (in business), implementation of social responsibility, employee satisfaction, organizational growth, etc.

Conversion Inputs Outputs

Rice. 2. Organization is an open system.

Since this is a fairly new approach, we cannot yet fully appreciate the true impact of this school on management theory and practice. Nevertheless, we can already say that its influence is great and, it seems to me, will grow in the future. According to Professors Rosenzweig and Kast, systems theory provided the discipline of management with a framework for integrating concepts developed and proposed by earlier schools. Many of these earlier ideas, while not entirely correct, are of great value. On a systematic basis, it will probably be possible to synthesize new knowledge and theories that will be developed and emerged in the future.

However, systems theory by itself does not yet tell managers which elements of the organization as a system are especially important. She only says that the organization consists of numerous interdependent subsystems and is an open system that interacts with the external environment. This theory does not specifically define the main variables affecting the management function. Nor does it determine what in the environment affects management and how the environment affects the performance of the organization. Obviously, managers need to know what the variables of an organization as a system are in order to apply systems theory to the management process. This definition of variables and their impact on organizational performance is a major contribution of the situational approach, which is a logical extension of systems theory.

The homeostat, the mechanism of self-regulation and self-education of the system, which allows it to resist external disturbances or to rebuild in order to preserve itself, acquires great importance in the management of complex systems. In this connection, management should be based on the natural processes of self-regulation of society.

Homeostat is a model of a living organism that imitates its ability to maintain certain values ​​within physiologically acceptable limits, i.e. adapt to environmental conditions.

A closed system, as it becomes by name, is delimited from the surrounding world. Interaction occurs only within the system between its structural components.

In contrast to a closed system, an open system functions by interacting with the outside world. In this case, the exchange of energy and information with the environment, represented by systems of different calibers, is of paramount importance.

Closedness and openness of systems can be of varying degrees of severity. Absolutely closed and absolutely open systems are rather abstract concepts. Even in the most complex scientific experiments and under special natural circumstances (deep in space, in the center of a star), it is impossible to achieve an absolutely open or closed state. Everything that will be said below refers to intermediate states of varying severity.

Some kind of intermediate states are possible: a seemingly open and seemingly closed system. The fictitiousness is manifested in the fact that, while possessing external features of one type, in fact, the system belongs to another type. An organization that adheres to the principles - we will do everything for ourselves, interacts with the outside world. And the USSR, which told everyone how open it was, was actually much more closed. And as you might expect - it fell apart.

The main feature of operating systems is that change is taking place. Redistribution of energy, information and resources takes place both within the system and between systems. These exchange operations in the theory of systems are called Fluctuations (fluctuations). As water flows to where it is below, so all exchanges take place on the basis of three principles.
1. Under ordinary conditions, the redistribution of resources occurs from places with a higher density to places with a lower density.
2. The changes made depend not only on the amount of mixed resources, but also on the difference in gradients between the places from where and where they are moved, and on the speed of movement.
3. The movement in the opposite direction of a certain resource (from where there is less to where there is more) is possible if the gradients are aligned on a more global scale.

In fact, knowing these three points, you can describe all possible changes in systems. In the next installment I will talk about closed loop systems. Strengthening and stabilizing (or, as most people say, with positive and negative, which is not entirely accurate)

A closed system is more stable, since it is not subject to changes when interacting with the environment.
The result of all redistributions between the elements of a closed system after a certain period of time will be a uniform and homogeneous state. The system collapses.
An open system does not exist due to the stabilization of processes, but due to constant exchange with its environment. Especially through the exchange of energy and information. Flexible balance.
During the formation of the system, self-regulation mechanisms are also formed, which are based on feedback loops.
When the system receives an excessive amount of information and / or energy, it is possible to move to a higher level of organization by shaking up the system and connecting self-regulation and stabilization mechanisms.

SEASON 13

2. The concept of the theory of physiological reductionism (scientific materialism), as the main theory of the environment of naturalistic philosophical theories, their role and place in organizational management.

Among naturalistic theories the greatest recognition received theories: reductionism, physicalism, physiological reductionism (scientific materialism), emergent materialism, nativism and evolutionary theory of knowledge (evolutionary epistemology).

Physiological reductionism (scientific materialism) - the direction of theoretical and experimental research, mainly concentrating on the relationship between body and mind, brain and consciousness.

Supporters of this trend believe that the phenomena of a person's mental life and the products of his cognitive activity can be explained on the basis of physiological processes and conditions occurring in the human body.

Scientific materialism is based on the results of studies of the human brain, its physicochemical and other structures. The most prominent theoretical philosophers of this direction were D. Armstrong and G. Feigl. Physiological reductionism serves as the methodological basis for most learning theories. Therefore, the environment - instinct - unconditioned reflex - need are those elements of the process of motivating a person to activity, through which biological motivation is carried out.

At present, less rigid versions of scientific materialism are more widespread. One of them is emergent materialism, which accepts the relative dependence of mental processes on cerebral and physiological ones.

In the West, the more prominent representatives of this theory are D. Davidson, J. Fodor, M. Bunge and Nobel Prize laureate for the discovery of interhemispheric asymmetry of the brain R. W. Sperry, and in Russian philosophical science - V. S. Tyukhtin and D. I. Dubrovsky.

3. The situational approach, its essence and place in the research methodology of the theory of organization and organizational behavior.

The essence of the situational approach lies in the fact that the motivation for the analysis is specific situations. With this approach, the system for managing the organization and organizational behavior, depending on the nature of situations, can change any of its characteristics.

The objects of analysis in this case can be:

¾ the structure of management of the organization and organizational behavior, depending on the situation and on the basis of the volumetric calculations carried out, the management structure is selected with a predominance of either vertical or horizontal ties;

¾ methods of managing organizational behavior;

¾ leadership style: depending on the professionalism, number and personal qualities of employees, one or another leadership style is chosen;

¾ external and internal environment of the organization;

¾ strategy for the development of the organization and increasing the effectiveness of organizational behavior;

¾ technological features of the production process and their impact on the management of the organization and organizational behavior.

A situation is a complex whole, a set of stimuli, events, objects, people, emotions at a particular moment for a particular context.

To analyze situations and develop management decisions for managing an organization and organizational behavior, a large number of different facts, characteristics and aspects should be taken into account, including:

¾ leadership: skills, knowledge, style, standards, power base, relationships, alliances and associations;

¾ group relationships: size, age, cohesion, goals, relationships, leader, objectives, relationship history, values;

¾ management systems and structures: administrative system, control system, incentive system, organizational structure, control rate;

¾ physical environment: location, duration of shifts, labor safety, working conditions and organization of the workplace;

¾ economic environment: economy, competition, financial resources;

¾ technological environment: production conditions, type of technology, raw materials, condition of technological equipment;

¾ personality: personal qualities, professional suitability, experience, level of professional competence, age, “I am a concept” and its elements.

4. Functional areas of the internal and external environment of the organization that form the micro-external environment of the organization

The internal environment is understood as the totality of all internal
factors of the organization that determine the processes of its life.

The external environment includes all the forces and structures that the firm encounters in its daily and strategic activities. It is heterogeneous and differentiated in strength, frequency, nature of influence on the organization. In the external environment, there are microenvironment- the immediate environment and macroenvironment - environment of indirect impact.

Microenvironment includes a set of subjects and factors that directly affect the ability of an enterprise to serve its consumers (competitors, suppliers, intermediaries, customers, etc.). The microenvironment and the internal environment of the firm form a microenvironment.

Under the macro environment (or macroenvironment) the functioning of a firm is understood as a set of social and natural factors affecting all subjects of the microenvironment (political, socio - economic, legal, etc.).

No matter how the organization's management relates to such environmental conditions as, for example, political instability and the absence of a developed legal framework, it cannot change them directly, but rather must adapt to these conditions. However, sometimes the organization takes a more active position, realizing its desire to influence the external environment. In this case, it comes first of all; on the impact on micro-external environment in order to change public opinion about the organization's activities, establish closer relationships with suppliers and buyers, etc. Groups of firms, organizations or individuals that form the micro-external environment of the firm have direct links with it or are directly related to ensuring its successful operation. These primarily include consumers, competitors, suppliers, intermediaries, contact audiences. Consumers usually have their own preferences and choose products from well-known companies. However, the behavior of both the individual consumer and the organized consumer is influenced. The consumer is independent in his choice, but his motivation and behavior can be influenced if the offered product or service is designed to meet his needs and expectations.

A firm can influence consumers by offering them better products than competitors at lower prices by actively promoting its product. At the same time, the seller is able to provide attractive terms for the buyer for the purchase of products.

Ticket number 14

1. The concept of the theory of nativism, as the main theory of the environment of naturalistic philosophical theories, their role and place in organizational management.

Nativism is a theory according to which a person has innate ideas independent of experience, with the help of which he learns the world. It proceeds from the following statements: the human brain is programmed from birth to perceive a certain length and frequency of electromagnetic waves; human skills and abilities are genetically innate. Supporters of nativism are 3. Freud, K. G. Jung, N. Chomsky, E. Wilson.

On this methodological basis, 3. Freud, for example, deduced the theory of psychoanalysis and the psychodynamic theory of personality, the basic elements of which are:

Personality structure: It, I, Super-I, unconscious, preconscious and conscious;

The dynamic aspects of personality are based on instincts, anxiety and defense mechanisms;

Unconscious unconscious motives influence human behavior to a greater extent than conscious thinking;

A person's subconsciousness can be judged by the content of his dreams;

A person himself cannot fully explain his actions, since they are largely unconscious.

Psychodynamic theory of personality and Freud's theory of psychoanalysis are one of the theoretical foundations for the development of motivation technologies in managing the organizational behavior of personnel in the process of organizational change. In meaningful theories of motivation, they serve as the initial basis for the choice of motivation mechanisms aimed at satisfying the primary needs of a person.

2. Marketing approach, its essence and place in the research methodology of the theory of organization and organizational behavior.

The marketing approach involves designing an organization and organizational behavior based on the results of marketing research. The main goal is to focus the management of the organization on the consumer in solving any problems.

The implementation of this goal requires, first of all, improving the business strategy of the organization, the main task of which is to provide a sustainable competitive advantage.

The marketing approach allows you to identify these competitive advantages and the factors that determine them, as well as provide the organization with all the necessary information, the knowledge of which will allow it to organize management in such a way as to maintain and maintain its competitive position for a long time.

3. Organizational culture, its concept and relationship with the culture of society, managerial orientation of the head of the organization.

Nowadays, most organizations attach great importance to the development of their organizational culture. One side, the organization in its activities must reckon with the social cultural values ​​determined by the worldview of the people working in it, their way of thinking in assessing one or another behavior, preferences in relation to the management style, etc. On the other side, the organization itself creates its own scale of values ​​and a certain culture of behavior. The culture of the organization's behavior is a set of rules, rituals, symbols that express the spirit of the organization and provide the necessary information about the behavior of its members.

Organizational culture is a stereotyped way of thinking, feeling, and responding to an organization or its internal subdivisions. It is a unique “spiritual program” that reflects the “personality” of the organization.

The personality indicator measures the degree of homogeneity of an organization and the degree of its individuality. It is determined taking into account 4 factors. The first factor is that people develop their value system in order to adapt to the different types of organizations that exist in society. Second factor associated with a selection process that identifies those who are not suitable for the organization. The third factor associated with the reward system in the organization, aimed at strengthening and supporting a certain style of behavior and relationships. Fourth factor reflects the fact that not only professional, but also personal qualities of the employee are taken into account in promotion.

The sources of organizational culture can be conditionally divided into three groups: external environment, social values, internal environment of the organization.

Under environmental factors in this case, they mean factors beyond the control of the organization, such as natural conditions or historical events that influenced the development of society.

Social values ​​and national culture countries also influence the organizational culture of companies (prevailing beliefs and values ​​in society, such as personal freedom, philanthropy, respect and trust in the authorities, focus on an active life position, etc.).

The third source of organizational culture is internal environment the organization itself. The main factors of the internal environment are:

Development and level of technologies used;

Personnel qualification level;

The system of values ​​formed in the company;

Production potential level, etc.

The specific factors of the organization include the industry in which the company operates. Firms belonging to the same industry operate in the same competitive environment and serve the same customer needs.

Outstanding personalities and important events in the history of the company play an important role in shaping organizational culture. Critical events in the history of the organization also affect the beliefs and values ​​of employees, change the attitude towards the company of its own employees, competitors, and consumers.