Managing the Organizational Culture. A Technological Issue
Organizational culture presents an interest for research and practice of social psychology. This article is intended to discuss the problem of managing the organizational structure on two levels that contain most topical problems: general methodological level and technological level. Organizational culture is a system with its distinct features that consists of units and sub-systems with their specific features. An organizational-culture system comprises several levels: leader’s personality level (as well as the personality level in general), level of executive team (as well as of a small group in general), level of organization in general (level of a large group).
The determined specifics show the necessity for considering the influence of the organizational culture on specifics of the process of decision making in modern business systems. It is substantiated that no type of organizational culture of modern business systems according to the criterion of employees' involvement in decision making can provide a guarantee of decisions' optimality. The directions of managing the organizational culture depending on the set criteria (completeness, speed, resource intensity) of decision making are recommended.
The concept of entrepreneurial university and role of culture in its formation is analyzed. The understanding of academic entrepreneurial culture, as culture integrating the academic and entrepreneurial values is offered. The article reveals that methods for diagnosis organizational culture in enterprises are not suitable for an assessment of university culture. The suggestions are made for development an adequate technique for the diagnosis organizational culture of entrepreneurial university.
The article considers the conceptual issues for psychological studying various forms of social capital consolidation within universities. The main aspects of social capital consolidation are university reputation, trust, commitment to university goals, identification with the university, organizational culture, and an opportunity to put personal motives into life. The main goal of this paper is to examine the peculiarities of social capital consolidation in three Russian leading universities and to make theoretical conclusions to confirm our model of organizations’ social capital components. The article step by step studies the concept of university’s social capital and its connection with both organizational culture and reputation. An organization’s social capital and its consolidation are defined; the basic components of social capital for representatives of different university subcultures (students, administrative staff, and faculty) in three leading Russian highly-ranked universities are named according to the research. There is described the interrelation between the university’s reputation and the opportunities to put personal motives into life, the dynamics of the social capital formation for students in Russian universities and determinants of socialization for employees in higher educational institutions. In order to make managerial decisions and conduct further empirical studies, all the phenomena are considered according to their psychological contents, the research objects (leading Russian universities) taken into account. Altogether 590 people participated in this study. Various statistical methods are used: content analysis, ANOVA (analysis of variance), correlation and regression methods. The research showed that the consolidation of universities’ social capital combines both internal and external focuses of this phenomenon that can be presented via reputation characteristics, for instance, «reputational platform», a combination of clan and market cultures as well as socialization (trust, organizational commitment and identification). This concept can be considered as a positive basis to understand different managerial problems and find focused efforts to solve them. This article contributes to understanding psychological aspects of university management and to studying its cumulative social capital, which can significantly improve university’s reputation, as well as its competitive advantages within entrepreneurial environment.
It is widely recognized that organizational culture plays a significant role in managing social systems. The phenomenon of organizational culture has been extensively researched within many contexts. However, organizational culture in project management environments is investigated to a lesser extent, despite the fact that cultural issues have high practical importance for project managers. Even fewer studies on organizational culture in project management are based on empirical studies with application of quantitative methods. This article overviews current theoretical understanding of project culture and analyzes different project culture models. The empirical research includes application of correspondence analysis to the data from surveys of Russian project managers about their vision of the culture supportive for successful project management implementation in different industries and within different methodological frameworks. The findings show that project-supportive cultures are characterized by various combinations of important cultural elements in different industries, though some elements comprise the core of project culture which is invariant to industrial differences. The findings also indicate that there is the variability of cultural preferences within different project management methodologies. Based on the findings, the authors elaborate practical recommendations concerning approaches to project management culture development and appropriate tools for monitoring the changes in project culture.