Corporate culture in the enterprise change management system
Abstract
The actualization of the corporate culture in the change management system is connected with the following important aspects that determine the understanding of the corporate culture in the focus of changes: the success of the implementation of changes in the enterprise depends primarily on the human factor; in the process of changes, the organization is viewed as an open system; the concept of non-stop development or the elimination of stagnation processes requires the enterprise’s management system to focus on social factors; the market orientation of enterprises and the introduction of strategic changes require the company to use strategic management tools for all tactical and functional components; during the implementation of changes, the emphasis of the change management system is shifted from material factors to intangible ones; the impact of resistance on the success of implementing changes in an organization depends on its acceptability in a particular corporate culture; the generation, development and implementation of changes depend on the level of self-development of the subjects of changes. The article determines the relationship between the enterprise change management system and corporate culture, which is manifested through the following features of the latter: the characteristics of the social system as a component of the internal environment; the producer of the synergistic effect of changes and their relevance to the goals that are determined by the management of the enterprise; human resources use factor (affects labor productivity, staff turnover, level of absenteeism); resistance to change factors; strategic resource. It is determined that the corporate culture in the focus of change management is proposed to understand the system of values, persuasions, beliefs, ideas, expectations, symbols, as well as effective principles, norms of behavior, traditions, rituals, etc., established at the enterprise under the influence of the mission, the philosophy of existence and the life cycle of organizations that determine the achievement of change management goals. In this context, the goal of the corporate culture of an enterprise can be considered the creation of favorable conditions and the formation of personnel behavior that contributes to the implementation of changes. The author substantiates that the attitude to the changes is formed at the third, invisible, deep level of corporate culture, which determines the type of reaction to the changes: support, neutrality or resistance to the changes. The generation of resistance to change occurs depending on the approaches to the formation of the corporate culture. According to this hypothesis, three levels of resistance and the level of corporate culture (individual, group and system) are justified.
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