Values ​​are the foundation of organizational culture. Organizational values

Organizational values

Values ​​are an indicator organizational culture and a key category for success, job satisfaction and professional prestige. Values ​​attach personnel to the main goals of the organization, tasks, means, symbols and signs of prestige.

The formation of any organization begins with the definition basic, initial values. Οʜᴎ are designed to combine the ideas of the creator of the organization with the individual interests and needs of employees. The experience of most organizations shows that they are dominated by the following values:

1. Maximum customer satisfaction.

2. Striving to become the best at what you do.

3. Excellent quality.

4. Victory over difficulties.

5. Integrity in relation to clients, to the firm, to colleagues and employees.

6. Conscientious attitude to their work.

7. Ability and commitment to change and continuous development.

8. Caring for the financial success of the company (high income, low costs).

9. Recognition and encouragement of the success and contribution to the success of each employee, unit.

10. Treating employees as individuals, and not as cogs in a complex machine.

11. Teamwork͵ development and strengthening of partnerships and friendships.

To values American companies relate: adaptability, politeness, attention, initiative, correctness, logic, assertiveness, caution, openness, decency, diligence, diligence, independence, self-discipline, improvement, cooperation, social equality, creativity, honesty, open-mindedness, economy, humor.

Among the leading individual values ​​of the organization's employees are also distinguished: respect for colleagues, job satisfaction, hard work, responsiveness, fairness, modesty, tolerance, initiative, competition, professional pride and professional honor . There are also specific values ​​in individual professions. For example, in medicine - compassion, keeping medical confidentiality; in jurisprudence - incorruptibility and loyalty to the laws; in the military organization - patriotism, duty, honor, loyalty to the word; in journalism - the pursuit of truth and its public disclosure. The ranks of the values ​​of the employees of a modern company can be seen from Table 11.

Table 11 - Ranks of corporate values ​​of the company

Different cultures prioritize different values. This can be seen from the fragment͵ given in Table 12, compiled by I.V. Andreeva according to the data of M.S. Kagan.

Table 12 - Structure of values ​​of paramount importance in different cultures

LECTURE 3 on TM (block 3 OP)

2.1.3. Labor behavior, indicators of attitude to work (degree of responsibility, conscientiousness, discipline, initiative, diligence, satisfaction). The main criterion for organizational activity and the importance of an individual is: balance - how much he brought in - how much he took.

2.1.4. Formulas of economic behavior: 1) maximum income at the cost of maximum effort; 2) minimum income with minimum effort; 3) maximum income with minimum effort, etc. Formula of economic behavior of a manager in relation to employees.

2.1.5. Eight forms labor behavior(MSU typology): functional, target-economic, organizational-regulated, target-oriented, stratification, innovative, adaptive, ceremonial-subordination, characterological

2.1.6. Types of workers (above-standard, normative, sub-standard, non-standard), their number and forms of labor behavior. Restrictionism and strictionism (for self-study).

Organizational values ​​- concept and types. Classification and features of the category "Organizational values" 2017, 2018.

Organizational values ​​play a leading role in the culture of the enterprise. Organizational values ​​are objects, phenomena or processes aimed at meeting the needs of members of the organization and are recognized as such by the majority of members of the organization. In enterprises, as in others social organizations, there are a lot of values.

1. First of all, any organization is created for the implementation of any goals: the production of products, the provision of services to the population, etc. Therefore, goals in themselves constitute a circle of special values.

2. The goals of the organization are formed by some specific customers - other organizations that need the products of this organization. There will be no customers - the conditions for the functioning of this production organization will disappear. It is impossible to work "for a warehouse" for a long time.

But the organization needs more than just a customer. Having satisfied the needs of this customer, the organization again needs customers. Any industrial organization requires stability, stability of functioning, certain guarantees of its need in the future. Consequently, a stable customer, long-term stable relationship with this customer is also an important organizational value.

H. For a production organization, it is also essential what costs are achieved to achieve the result of its activities, what is the economic efficiency of management, whether the production of a particular product is unprofitable or it makes a profit. Maximum economic efficiency, profit making, is an important organizational value in the conditions of commodity production.

4. The functioning of production organizations is associated with the interaction of two components, means: production and labor. The quality of the labor force, its reproduction is associated with the satisfaction of the various needs of workers in enterprises. This satisfaction is carried out within social policy industrial organizations. The quantitative and qualitative level of social policy of enterprises undoubtedly belongs to significant organizational values.

In addition to the common values ​​that determine the functioning of industrial organizations, there is also a set of intraorganizational values. An organization well fulfills its assigned goals only if it adheres to a certain functional and structural order, which is a factor in its stability. Order in the organization is maintained by the labor behavior of employees, their observance of labor and technological discipline. Discipline is one of the most important internal organizational values. This also includes such a feature of labor behavior as diligence, a high sense of responsibility for the performance of their professional and status duties, stability of behavior as individual worker, and entire teams.

Discipline, responsibility, stability - all these values ​​are, as it were, the conservative qualities of an organization. But the organization has a need to innovate, change structure, technologies, relationships, functions. Diverse innovation is also widely recognized as a necessary organizational value. This means that innovation, initiative, creative inclinations in a sense can act as organizational values. However, the empirical sociological research show that officials with the status of a leader, in words, value innovation and initiative very highly, but among their subordinates they give preference to such qualities as personal loyalty, conformism, obedience, etc. Consequently, these qualities should be considered as intra-organizational values.

There are common values ​​of enterprises, objectively growing from the conditions of entrepreneurial activity. And these values ​​are part of culture of the enterprise. However, in each enterprise, these values ​​have their own modifications, these modifications can be manifested in the placement of different accents, and some of these values ​​acquire the character of the most important principles in this enterprise. The ability of an enterprise to create core values ​​that will unite the efforts of all structures of an enterprise is one of the deepest sources of the company's success.

A business organization has three core values, which are interconnected as follows:

They are general in the sense that all other management values ​​of the organization are based on these three. Let us consider in more detail: I. Controllability means a certain measure in the ratio of the managing and controllable subsystems of the organization, the degree of control that the first of them can extend to the second, encompass it.

Controllability can be assessed by two main parameters.

1.1. The consistency of the goals and actions of departments and employees of the organization, which, in turn, is determined by:

a) the quality of goals (the quality of goals is understood as their clarity, not
inconsistency, consistency, attainability):

- the highest, strategic goals of the organization (the image of the desired future,
ideology, mission, strategy, special policies);

- the long-term goals of the organization;

- the operational objectives of the organization ( service functions units and
employees);

b) the degree of staff motivation to achieve these goals;

c) the quality of the organizational order (business technologies, horizontal communications, work rules, etc.);

d) the level of corporate culture (teamwork, interest
all for the purposes of the organization).

1.2. Feasibility of solutions.

II. Innovativeness there is an organization's ability to innovate and innovate. To some extent, it is the antipode of controllability, since innovations often reduce controllability (for a while), but even without them, controllability becomes dysfunctional.

The innovativeness of the organization is manifested:

2.1. openness to changes (thinking, behavior, product, etc.);

2.2. in the proactivity of management, that is, the orientation is not so much on following
behind demand, how much on the impact on demand; not just sensitivity to
market signals, and the production of new signals for it;

2.3. as managerial will, that is, in the leader's ability to bring
innovative processes to completion.

III. Clientele organization is its compliance with the needs, market trends, the attractiveness of its products for the clientele. Consists of three main components: service component- availability, warranty, quality, delivery time, etc .; aesthetic component- product design, packaging, manager's appearance, office interior decoration, etc .; ethical component- attitude towards clients and skills of working with them.

All three management values ​​are interconnected.

For practical leaders, these three values ​​are not equal. Manageability for most is more important than the other two. There is even a cult of manageability in our business culture. Fear of her loss and even decline overpowers everything. There are heavy organizational systems that have grown over the years, requiring urgent restructuring, despite the fact that their creators experience an almost horror of renewal, radical changes. They agree that such cumbersome structures are ineffective, they even participate in the development of options for their transformations and nevertheless endlessly postpone innovations, freeze in front of them. The reason is the same. Innovation is needed, but manageability is more important. Although this concept means for them, first of all, control, the retention of all elements under personal supervision, caused by the desire to know everything about their organization, the fear of at least losing sight of something. For example, the head of a large company, which employs almost 4 thousand people, requires all dismissals and appointments, even in small and auxiliary divisions, to be coordinated with him.

Clientele is now the second most important of these three core values. Innovation appears mainly if and to the extent that and to what extent it is required to adhere to two other values. If controllability is deeply embedded in the subconscious of a leader, an entrepreneur, and clientele is in his preconsciousness, then innovation is recognized only by reason, less often - by reason, and then with hesitation and increased circumspection.

Let's assess the state of the organization for each of these parameters and find development opportunities and improvements that correspond to the estimates obtained. And what is more developed in your organization, perhaps prevails? Which of these parameters is undeveloped and why? How to balance them in the future?

Company values ​​are a set certain rules that are considered the norm for a particular organization. Both the relationship between employees and the nature of their communication with customers and partners of the enterprise largely depend on these principles. When it comes to the most significant concepts from the point of view of management, the main place is occupied by corporate principles.

A company becomes truly successful if all its employees, from the lowest level to the top management, know exactly in which direction it is moving, what the main objective for which the entire staff works. The guarantee of the stability and prosperity of the enterprise is the conscious contribution of each division to the common cause. On this basis, the formation of company values ​​begins, when each employee feels himself to be a significant unit, on whose actions the success of the entire organization depends.

More often we have to observe a situation when employees of an enterprise are focused on solving the current tasks exclusively of their department. This is typical for firms where the corporate culture is not at a high enough level. To unite the efforts of personnel and direct them towards achieving common goals, it is required to form the business values ​​of the company, common to all employees, which will help them feel like members of a single team and work with full dedication. One of possible options you can name such value as trust.

By following generally accepted norms, employees will oppose the commission of actions that do not fit into the system of the highest values ​​of the company. If you introduce trust into the circle of corporate culture, you can raise relationships within the team to a new level, make the interaction between employees open, and the desire to help - natural. Situations Requiring Immediate Acceptance important decisions, will not cause panic among the staff, on the contrary, those problems that were previously a source of disagreement will begin to be perceived as current work moments.

There are a lot of examples of such situations, and it is simply impossible to foresee all of them in the service instructions. Therefore, the corporate value system serves as a guideline for employees to make decisions in each specific case. A way out of a problem situation can be considered correct when it meets the principles established in the organization and serves as a way to achieve strategic goals. Accordingly, if a decision contradicts the company's value system, it negatively affects its activities as a whole.

The company's values ​​and corporate culture directly depend on its basic principles. The strategic image and mission of each firm is deeply individual, as their key norms differ. Corporate culture, based on the values ​​and traditions of the company, enables those employees who adhere to it to feel calm and comfortable.

What are the key values ​​of the company for?

1. Values ​​are what the corporate culture is based on.
2. They work to increase the attractiveness of the company in the eyes of its potential employees who agree with its corporate culture.
3. Values ​​help build a management system that does not require constant monitoring of personnel actions.
4. They are necessary to create a situation where employees begin to think and make decisions, guided by the principles and rules adopted in the company.
5. Values ​​help to implement the firm's development strategy.

What are the most important company values: IKEA case study

IKEA founder Ingvar Kamprad is over 90 years old, he lives in the Swedish town of Epalenge, surrounded by numerous children and grandchildren. The businessman assures that he is always ready to accept new members into his family - this is how he treats the employees of his company. Kamprad loves to invite guests and discuss business at the table. In the business world, the Swede is known as an eccentric, because he always follows his own path, as opposed to the trends and opinions of the majority.

Editorial office of the journal " General manager»Highlighted the key values ​​of the company, which helped it to become a world leader in the sale of furniture.

Organizational values ​​of the company

Strategic profitability Is forecasting demand in the short term:

• for the current assortment;
• with an acceptable level of profitability;
• with a specific customer base, market share and sales volumes;
• in niches, regions, and industries that are interesting for the company.

This takes into account socio-economic, political, scientific and technical, environmental factors, marketing and investment funds, competitive advantages, as well as trends, risks and alternative options for business development that are directly dependent on them.

Proactivity- this value means not only the ability to adequately respond to events that occur, but also to act in such a way that the likelihood of occurrence unforeseen situations was minimized, not only to adapt to constantly changing circumstances, but also to contribute to the formation of favorable market conditions for the company, that is, to engage in what is known in the English-speaking environment as market-making.

Innovativeness Is the ability to form new development trends and implement fresh ideas earlier than it is done in competing companies. Mastering these skills provides a solid foundation for the subsequent development of the value of proactivity.

Competitiveness Is the ability to form and develop competitive advantages in all markets - customers, suppliers, investors and labor. This includes constant monitoring of the activities of rival companies according to basic criteria, comparing their results with their own achievements, analyzing the competition in the context of leading groups of clients and main investors.

Efficiency- this is the creation of conditions for the growth of production, sales, services at a predicted level or higher in comparison with the cost of funds, time and labor.

Sociality- this is a focus on progress in the public sphere: the development of employees, an increase in the level and quality of their life. This value implies the willingness of the company to include in its financial plan corresponding costs.

Customer focus- is the understanding that the success of an enterprise largely depends on the customer base and on the level of care that the company shows in relation to the consumers of its products or services. It is expressed in such indicators as:

• satisfaction of customer demand;
• stimulating its growth;
• deepening demand (expanding the range of goods and services);
• creation competitive advantages for highlighted groups of clients;
• formation of demand for newly introduced goods and services.

Initiative Is the desire to do the best job possible, achieve optimal results and create an effective organizational environment.

Commanding- these are the common business values ​​of the company, concerted actions to achieve strategic goals, the mutual development of members of management groups and performers, as well as individual units firms.

Achievability- this is the desire to achieve the set goals by all means, after which to formulate new ones and try to achieve their implementation. In other words, it is a constant movement forward.

Mutual obligation- is the ability to fulfill the given promises and the undertaken obligations, both horizontally and vertically of the company.

Confidence- confidence that you will not be let down, that all the rules will be followed, and the agreements are fulfilled.

Controllability- expressed in the extent to which the top management of the company controls the lower divisions. The manifestation of this value is considered to be the consistency of the goals and actions of individual employees and departments in full, the degree of feasibility of administrative orders, the inviolability of the organizational order.

Quality Is the correspondence labor processes and the efficiency of the company to the needs of its clients, the growth of results in relation to previous ones, as well as in comparison with the achievements of competing firms.

Dignity Is an unconditional recognition of the personality of each employee, respect for his point of view.

Conflict-free- this is the ability to avoid acute situations, the desire to reach a compromise through mutual concessions on conditions that suit all sides of the relationship.

Orderliness Is a well-established system of business processes, a rational approach to work, avoiding unnecessary waste of time, finances and material resources.

Adversarial- this is the aim of employees to be no worse than others, but to differ in better side... This value is expressed in the comparison of team members with each other.

Synergy Is an additional energy impulse resulting from the connection various factors success inherent in the company as a whole.

Purposefulness- it is not only a desire to achieve previously identified goals, but also to show initiative in developing new ones.

Strategic- this is the ability to represent the general line of development of the company and in accordance with it to build current activities.

Stability- This is the maintenance of the balance of the organizational system, which is the result of a constant composition of employees, the established internal order, customers and the level of profitability.

Market leadership- this is finding the company ahead of other players due to the creation of competitive advantages and unique qualities. It manifests itself in the form of an impeccable reputation, dynamics of business development, striving for innovative products.

Safety Is the company's ability to withstand external and internal threats, to avoid various types of damage.

Career Is the movement of an employee up the career ladder, that is, career growth. It is accompanied by non-job development, that is, an increase in the influence of the employee in accordance with his status and role in the company.

Thrift- this is the desire to minimize costs, save resources without affecting the quality of processes and the final result of the activity.

A responsibility Is the ability of an individual employee or a whole unit to compensate for damage caused as a result of their professional mistakes, or losses caused by failure to fulfill their obligations.

Professionalism Is the possession of a set of competencies required for a specialist and successful use at any of the main levels:

• usual level - the ability to perform routine work, avoiding marriage;
• high level - the ability to optimize the execution of daily routine operations, as well as to cope with work of increased complexity without errors;
• vanguard level - the ability of an employee to apply previously unused methods and methods of activity, to set new tasks for work of varying degrees of complexity. Moreover, such innovations are unconditionally recognized as more effective than generally accepted ones, and are recommended for mastering by other specialists.

Democracy- this is the participation of all personnel in decision-making, based on the point of view of the majority, without violating the rights of the minority.

Creativity Is using creativity to identify fresh useful ideas v different areas activities of the enterprise.

Loyalty- this is the loyalty of the company's employees, their willingness to incur personal losses if the organization has temporary difficulties, as well as the commitment of customers and their desire to maintain business relations with a partner, despite his problems.

Optimism- this is a psychological attitude towards success, changes for the better.

Comfort- these are comfortable working conditions that contribute to more productive work.

Benevolence- this is a type of relationship, the psychological climate in the company, which is characterized by helping each other and positive emotions.

Integrity, unity- This is the ability of management to orient employees and departments to achieve the overall goals of the company.

Time (punctuality) Is a clear adherence to schedules, schedules and plans.

Pace, speed Is the ability to complete work assignments on time or faster than competitors.

Discipline- this is following the accepted organizational schedule, fulfilling duties in full in a given time frame and with high quality.

Employee welfare- these are income and living standards, which are quite high when compared with other similar categories of the population.

Interesting job- this is the content and organization of work, exciting in itself, regardless of the level and methods of remuneration.

Stress resistance- This is the ability to maintain control over yourself in a difficult moment.

Business growth- this is an increase in volumetric production indicators and territorial expansion of the enterprise.

Business development- This is the introduction of new management methods and the conquest of previously undeveloped market niches, the desire for renewal.

Ethics, honesty- it is sincerity, truthfulness, impeccability in business and relationships.

Reputation- This is the place that an employee or department occupies on a conventional scale of recognition in significant groups.

Openness Is a complete willingness to share information and competencies with others.

The company's value system: an algorithm for creating

The process of forming company values ​​includes several stages. The organization can do this on its own or use the help of a specialist. For the values ​​to really work, the entire creation process must be completed.

1. Determining the values ​​of the company held on this moment.
2. Research of the main mission and strategic image.
3. Analysis of long-term goals.
4. Research and assessment of the basic directions of the company's activities.
5. Formulation of a list of assumed corporate values ​​based on the identified mission, strategic vision, competence and goals.
6. Attracting employees to work with the definition of possible values.
7. A strategic meeting at which the system of corporate values ​​is finally approved.
8. Implementing the company's values ​​in life, for example, what should be done to create conditions for sales growth? How to be innovative in your daily activities?
9. Approval of the final list of values ​​that are mandatory for all employees of the company.
10. Reporting to the staff of the list of accepted values, introducing into consciousness, accepting and further adhering to them. All innovations are initially perceived by every person skeptically. If the company is small, all employees are immediately involved in the process of forming corporate values. For large organizations with 50 to 100 employees, it is best to start with a few employees from each level. When making decisions, it is worth relying on the opinion of those employees who are leaders for their colleagues.

Cases when none of the employees accepts the values ​​of the company introduced by the management and is not going to adhere to them are not rare. Often, values ​​exist on paper, but in reality no one follows them.

It is difficult to influence employees when it comes to formal relationships, but it is possible to exercise control over informal ones. TO formal can be attributed:

• openness;
• respectful attitude to each other;
• mutual assistance;
• other interpersonal relationships.

TO informal:

• closeness;
• internal corporate war;
• visibility of vigorous activity;
• competition for resources.

Often, the very fact of the existence of informal values ​​remains a mystery to managers, since their promotion takes place behind the scenes, but very effectively. You don't have to make any efforts to implement them; on the contrary, such values ​​require a long and persistent struggle against them.

When identifying an employee prone to conflicts, who promotes informal values ​​that are the opposite of what the company implements, a preventive conversation is held with him to begin with. If it does not bring the desired result, it is worth considering firing such a person, since his behavior has Negative influence and on the team, and on the development of the enterprise as a whole.

When developing company values, it is necessary to take into account the interests of each employee, but at the same time take care of its stability and financial well-being. Excessive bonuses to staff or too large discounts for customers cannot be a reliable basis of corporate culture.

The relationship between mission, vision and values ​​should be maintained. Otherwise, the company is threatened with extinction, and the loyalty of the team will decline. The CEO should oversee this process.

First of all, both managers and their employees need to know the answers to the following questions:

• Why and for what purpose should the principles be followed?
• How is it beneficial for employees?
• What happens if you ignore values?
• What role does this or that value play in decision-making?
• How should you behave in accordance with the corporate culture?

It is good when employees have an example of corporate values ​​for them, for the company as a whole, for its shareholders, for clients. It is very important that it is clear to them how they can achieve their goals. Such a result can only be obtained through constant work with the team. The responsibility of the manager should include the function of answering questions from employees in order to orient them in the right direction. It is useful to use instructions with values ​​and examples. It will also help the organization of trainings under the guidance of an experienced specialist, whose opinion will be listened to by the majority of employees.

A company’s value system is developed using a variety of techniques. The most widespread and proven effective method is the nominal group method.

Developing Company Values: The Nominee Group Method

What should be done so that the company's values ​​are not just written down on paper, but actually work? The nominal group method can do just that.

Nominal group method (MNG) allows you to effectively make joint decisions. It is a collective process that is carefully planned. It is a group activity strategy, when ideas are born in the course of joint discussion of problems. The method works well in cases where the opinion of each expressed in the process, as a result, allows you to come to a common solution. Its value lies in the ability to hear multiple points of view and share information that is not heard in conventional meetings. In the course of such a discussion, new non-standard approaches to solving problems can be born.

The MNG implies the simultaneous participation of 8–12 people under the guidance of a coordinator. The selection of employees is carried out based on their level of competence. At the same time, the work will be much more effective if the employee and his immediate supervisor are not simultaneously involved in the group.

As a rule, conducting MNG takes 2-3 hours.

MNG includes the following stages:

1. Introductory part. The coordinator introduces the participants to the progress of the work and sets the rules.

The following topics are sounded:

• the purpose of the collaboration and the importance of the process;
• stages of MNG;
• ways of applying the results;
• formulation of the problem.

It is necessary to set the task briefly and accurately. The coordinator should make sure that it is understandable to all members of the working group and that there are no differences in the perception of its essence.

Self-instruction is often used, during which employees themselves explain the meaning of the task assigned to them and formulate it in the way that suits them.

2. Silent generation. The next stage lasts no more than 15 minutes, during which the participants silently write down the options for solving the problem that come to their minds. An important condition is the requirement to record absolutely all thoughts on paper, even if at first glance they look too bold.

At this stage, the goal is to maximize the range of search for possible solutions to the problem.

It is necessary to achieve complete silence in the course of silent generation, preventing attempts to exchange information between group members. Practice shows that the maximum number of ideas can be obtained precisely in the mode of individual work.

3. The stage of unordered enumeration of ideas. During this stage, the coordinator proposes to take turns calling each participant one of their ideas, written down in the course of silent generation or just come to mind. All statements are recorded on a whiteboard, flipchart or using a computer and a projector. The conversation involves only the coordinator and the employee who is currently voicing his version of the solution. Criticism from the rest of those present is prohibited. No strict queue is followed. The goal of this stage is to express all ideas and present them in the form of a public list.

4. The stage of understanding ideas. The proposals under discussion still cannot be criticized, as the coordinator reminds. He reads out all the points in the resulting list of ideas. Participants propose to get rid of duplicate sentences, combine several into one, and so on. It's important to keep pace at this stage. The transition from one idea to another occurs quickly, so the participants do not have time to remember who its author is. This is necessary so that the members of the group understand that the list is the result of their joint work, that they are working towards a common goal. The goal of this stage is to get a list of ideas, discarding repetitive or unpromising options.

5. Ranking. This stage involves the expression of their views on the ideas voiced by the group members. They can both approve and criticize, while the authorship of the proposals has already been leveled, each thought is the result of joint work and is assessed detachedly, without reference to a specific employee who expressed it.

Before starting the ranking, there is usually a break during which the coordinator and assistant provide a list of ideas in the new kind- remove unnecessary notes, cross-overs, corrections, transfer to a flipchart or print a copy of the final list of proposals for each participant. This point further emphasizes that the selected ideas are the result of common work. Having received a completely new product in their hands or seen on a projector, the group members no longer associate themselves with the proposals listed in it.

The result of the ranking should be a kind of vote for this or that item on the list, proposed as a solution to the problem. The results are summed up either by the coordinator and his assistant, or by the participants themselves.

6. The final stage. At this stage, the ranking results are announced. The discussion is conducted under the direct supervision of the coordinator, who draws the attention of the participants to the points for which they voted the largest number... Each of those present is sure that he has already conveyed to the attention of those around him his opinion on the issues discussed, which has been heard and accepted by them. At this stage, the participants show a great interest in solving the tasks assigned to them, and it is important for the coordinator to direct this increased attention to formulating the next steps to achieve a common goal.

The development of corporate values ​​can be carried out with the involvement of all employees of the company. As a rule, such Team work brings more benefits than imposing any rules by order. As a consequence, employees' compliance with established rules behavior in a corporate environment occurs more thoroughly.

How to develop corporate values ​​of the company together with employees

Step 1. Each department delegates several people to the working group. If the department is small, all employees are involved in the process.

Step 2. Each person is faced with the task of making a list that includes 10 company values ​​that are important in communicating with customers, colleagues and partners, and also form the basis of current activities. At the same time, the formulations of the proposed values ​​should be as concise and precise as possible: “customer focus”, “sociality”, “team spirit”.

Step 3. From all the proposed principles, we form a general list, removing duplicate items. Good help in this it has flipchart. He clearly demonstrates to the participants in the process that each of them contributes to the common cause. When creating company value, a sheet of paper is taken and divided into several columns. Each principle proposed by employees is placed in a column that fits the meaning. To make the essence of the statement clear to all participants, the author can make a short explanation, for example, by proposing “globality” as a corporate value, the employee adds a comment: “Erasing boundaries and destroying stereotypes, we move towards each other.”

Step 4. We organize a discussion of a ready-made list of company values ​​and ways to accomplish the mission. It is not worth hiring more than 25 people; in a large company, one or two employees from each department are enough.

Step 5. The final stage - the result of the discussion in the form of a final list of principles is submitted to the management of the company. The approved version must be fixed by an internal regulation.

This stage of creating corporate value for most organizations is the final one. The most a manager can then do is publish documents on the Internet that reflect the company's core values. If you limit yourself to this, the principles are unlikely to be effective enough. It is necessary to develop and introduce a system of incentives aimed at thoroughly following the values ​​of the company by employees.

The organization's management should:

• set an example for all staff, respecting corporate values;
• regularly organize seminars and focus the attention of employees on the importance of general principles;
• create convenient moments for informal communication with subordinates;
• to record stories that occur in the course of the company's activities, and bring them to the attention of employees;
• introduce slang words into everyday life, which will reflect the values ​​of work in the company;
• come up with effective method rewarding employees who make every effort to follow the corporate values ​​of the company. For example, to announce a competition, the winner of which will be the employee with the maximum number of votes, and give him a worthy prize.

7 examples of the best company values ​​and missions

What should an organization focus on when it wants to achieve success? As can be seen from the results of the review Fortune, the values ​​of the largest companies and those in the middle market segment differ significantly:

The motto of the companies that have achieved success is “do, fix, try”. They are distinguished by a positive energy based on a deep belief in the correctness of the chosen strategy.

Airbnb. Mission is to open the doors of Airbnb to the next generation of interns and recent alumni ready for a life-changing adventure.

Headquartered in San Francisco, it helps people find rental housing in other countries for tourism or business. The organization employs 1,600 people. In 2016, she was named the # 1 Employer Company by the Glassdoor Employees' Choice Award.

The main values ​​of the company:

1. Make mission the meaning of your life.
2. Be glad to have guests.
3. Don't make it difficult.
4. Pay attention to detail.
5. Get creative.
6. Live in the spirit of adventure.

Values ​​are in direct connection with the product provided by the company and express the traits that are obligatory for its employees - an adventurous character, courage and a desire for new experiences.

Bain & Company. The mission is to increase the value of the client's business, to make it successful, and it entails some consequences.

International consulting company. The total number of employees is 5,400 people in 32 countries. Runner-up for Airbnb Leading.

The firm's value system has its own name - True North:

• passion,
• dedication,
• truthfulness,
• openness,
• practical approach,
• team spirit,
• share of humor and irony in communicating with each other.

The last point indicates that normal human relations are welcomed in the company.

IKEA. IKEA's mission is to create well-designed products at low prices.

The total number of employees is 155,000 people.

Key values ​​of the company:

• modesty and willpower;
• leader is a role model;
• have the courage to be different from others;
• be a team member and show enthusiasm;
• frugality;
• constant striving for improvement;
• responsibility for their actions.

Each employee should choose one value as a personal guide.

Twitter. Twitter's mission is to empower everyone to exchange ideas and information instantly, without barriers.

Company values ​​arising from the mission (according to Brian Schipper, VP of HR Twitter):

“We see our mission in putting users first, and this is where our goal follows - we strive to give each of them the opportunity to be heard, seen and a chance to convey their thoughts and experiences to others without delay. This is what we consider to be our compass, which showed us the way in the creation of the platform and the development of the product. We dream to empower people to communicate without borders and be a force for good in the world. "

Zappos. Zappos mission: to live with the WOW feeling and deliver it to customers.

An online clothing and footwear store headquartered in Las Vegas. Zappos is a workplace for 1,500 people.

1. Call customers "Wow!" thanks to the excellent service.
2. Create and manage conditions for change.
3. Be funny and slightly weird.
4. Maintain an adventurous spirit, creativity and openness.
5. Strive for growth and learning.
6. Communicate honestly and openly.
7. Bring positiveness to the team and create a family spirit in it.
8. Do more with less.
9. Be dedicated to your work.

The company's value statements are respected for their accuracy. The very first is especially good - it emphasizes that the main goal is not just to sell clothes, but to delight the client.

Pinterest. Pinterest's mission is to help you do what you love.

The community was created for the exchange of images. The number of employees is 500 people.

Values ​​relative to the team:

1. We respect users.
2. We are growing together.
3. We are acting.
4. We are true to ourselves.

About attitude to work:

1. Be curious.
2. Rest when you need it.
3. Reserve the right to be entertained sometimes.
4. Help create the next generation.
5. Connect great minds.

Very democratic and excellently demonstrates the relationship maintained in the team.

Starbucks. The mission is to saturate not only the guests themselves, but also to create a good mood for them.

A large chain of coffee houses, with a total of 182,000 employees.

Company values:

1. Create a comfortable business environment and treat each other with respect and dignity.
2. Consider diversity as one of critical components business.
3. Apply the highest quality standards for raw materials, roasting and coffee making processes.
4. Delight customers with every cup of coffee.
5. Have a positive impact on society and the environment.
6. Always remember that profitability is the key to our future success.

The main thing for Starbucks is a quality product.

8 books on corporate culture and company values

1. “It's not about coffee. Starbucks Corporate Culture "Howard Behar. This book will give a lot useful information about how Starbucks treats corporate culture.

2. McDonald's. How an Empire Was Built by Ray Kroc, Robert Andersen The book is about the long and difficult journey that a small eatery took to become a company that swept the world.

3. “Dream company. Why Successful Companies Say “We” ”Kevin Cruz, Rudy Karsan. Very valuable work for understanding the basics and the team and for involving employees in active work.

4. “Management according to Suvorov. The Science of Winning "Vyacheslav Letunovsky. An unexpected but justified approach is to present a great general as a model for modern manager... A bunch of interesting facts from life, quotes, information about the methods of leadership that were used by Suvorov.

5. "Maverick. The Success Story of the Most Unusual Company in the World "Ricardo Semler. By

We, we consider our products a means of changing the quality of life of people in Russia, we help to bring to life ideas and dreams related to construction, renovation or business in this area, turning the process of buying goods into getting pleasure from professional advice and simple, quick shipment. Developing together with employees and partners, we give an opportunity to be proud of achievements!

Key values ​​and principles.

As the foundation of our culture, our corporate values ​​enable us to work as a team and uphold our beliefs anytime, anywhere. Our corporate values ​​are based on our experience and serve as the basis for our progress. The task for each of us is to be guided corporate values in our daily work.

1. Interesting job. Customer focus.

We carry out our duties with sincere enthusiasm, trying to bring something new to the work, which allows us to make it more interesting and effective. We can always count on getting work of interesting content, subject to the conditions of responsibility, honesty and decency in relation to the Company.

We strive for leadership and look far ahead. We do our best to develop and ensure the competitiveness of our products and partners, focusing on long-term mutually beneficial relationships, because they choose us. We honor our commitments and strive to act out of common interests.

1. Effectiveness. Achievements of goals.

We set aggressive goals and push ourselves to achieve them.

The efforts of all employees should be directed towards achieving results. To achieve this, we all need to understand the strategy and goals of the Company. There are no unimportant positions, everyone works to achieve their specific and private goals, but the success of everyone else depends on this work. Everything we do is result-oriented and the achievement of the set goals with minimal cost and in a timely manner, for which we find new ways to solve the assigned tasks, optimally allocate available resources, and improve interaction systems.

1. Happy family life. Health.

We are confident that healthy and a strong family is the basis for building sustainable life values and a harmonious personality. Thanks to the observance of the moral and ethical foundations of marriage, the strengthening of responsible and respectful relationships with loved ones, each of us gets ample opportunities for further development and self-improvement. Health is one of the most important human resources that allows you to be effective in your activities. We take care of our health and the health of loved ones, strengthen it, and promote a healthy lifestyle. We are aware that addictions and addictions cause irreparable harm to health and do not welcome them from others.

1. Self improvement. Continuous learning.

We are proud of our employees - professionals who want and grow with the Company, pick up and help implement all new ideas. We value initiative, employee status, authority and respect, which are determined by leadership qualities a person, not a position. We strive for positive change in all areas of work and life, relying on the desire for self-improvement. People see the Company as a place where they want to build their careers, for them it is a matter of life, and not a place where they went to talk. We seriously strive to inspire in our employees a sense of belonging to something significant, because there is every chance of achieving this in a Company that is growing as fast as ours. It would be just silly to let the enthusiasm of people who believe that they are building a wonderful Company “burn out”. We learn, reinforce knowledge and teach others. Any process and any activity can be carried out better if only we learn from each other, keep this knowledge in the Company and make it available to everyone. A lifelong learning culture is about learning for organizational progress and learning for individual progress.

1. A responsibility. Self-discipline. Honesty and decency.

We are confident that the current work and further development The company is possible only on condition that each of us realizes the importance of his influence on the processes occurring in his life and at work, that the results of the activities of colleagues and the Company as a whole depend on his actions and the fulfillment of the obligations assumed. When we have people with interest and self-discipline, we do not need an excessive management hierarchy. When we have disciplined actions, we don't need excessive control. We speak openly and truthfully about the actual state of affairs and the motives we are guided by, are loyal to our commitments, ideas and beliefs, which are reflected in our actions and behavior.

1. Strong will. Cheerfulness and optimism.

We are firm and decisive in our desire to achieve the set goal, thanks to which we easily find the strength to overcome any obstacles, as well as the support of colleagues of our partners in the implementation of the tasks set. We perceive any difficulties as an opportunity to learn something new. We value every moment in our life and have a positive attitude towards the world around us.

1. Good governance. Teamwork.

The attitude of employees towards their colleagues is of utmost importance. Employees must have reason to trust the motivation and integrity of their managers. Management is responsible for creating a productive environment in which the values ​​of employees and the Company flourish. Since no goal is beyond the reach of any single person, we welcome and encourage the interaction of employees with managers, assistance in the implementation of various ideas for the sake of increasing the efficiency of the Company. The team spirit helps us to meet the customer's expectations. We support each other and together rejoice in victories and rewards.

Ethical norms and rules:

1. The norms of relationships within the Company.

1. We take all necessary measures to ensure safety, health and safety as key aspects of ensuring the Company's activities.
2. We create conditions conducive to the professional and personal growth and development of employees, as well as strengthening their well-being.
3. We do not compromise on quality. We work tirelessly to improve service and range, as well as important innovations.
4. We respect the products manufactured or sold by the Company, not discriminating against third parties. We respect the symbols of the Company.
5. We avoid conflicts of interest - situations where the personal interest of an employee contradicts the interests of the Company, affects or may affect the performance of his job obligations. We inform the management of such cases in order to prevent or resolve them.
6. We are open, tactful, polite and extremely honest in interaction with colleagues, thus developing respect for their position and views.
7. We rely only on facts and objective criteria when assessing the actions of colleagues and, at the same time, we perceive constructive criticism of our actions and results as an incentive for further self-improvement.
8. We recognize the existing subordination in the Company and the need to obey the decisions of higher management and perform tasks from employees who are responsible for the business processes in which we participate.
9. We strive to create a system of our professional activity, describing all work processes, setting standards.
10. We create conditions for the transparency of all work processes and incentive systems by structuring work and setting clear indicators of performance and efficiency.
11. We strictly adhere to all established norms, regimes and deadlines, thereby making work processes stable. We strive to maintain an impeccable order in their implementation.
12. We ensure the reliability of the data provided on the results of work
13. We understand that each of us is important element system and we need to make every effort to make it effective work generally.

1. Norms in interaction with partners, customers and competitors.

1. We carry out timely and high-quality fulfillment of our obligations to partners and clients, readily provide consulting and organizational assistance.
2. We strive for development together with partners.
3. We treat our competitors with respect, because they are one of the key factors that stimulate our continuous development, they are - important criterion in assessing our successes and mistakes. We adhere to the principles of fair competition.
4. We give preference to negotiation and finding a compromise in the event of disagreements and disputes.

1. Standards for working with information related to the activities of the Company.

1. We are attentive to the storage of proprietary information that is not subject to disclosure in order to not spread it outside the Company, and we also do not use proprietary information for personal purposes and the interests of third parties.
2. We strive to comprehensively cover the Company's activities in the media, on the Internet and in other ways in order to improve and protect the reputation of the Company and employees.

1. In using the resources of the Company.

1. We take care of the property and intangible assets of the Company and make every effort to preserve them and use them more efficiently.
2. We use the resources of the Company (office equipment, communications, software and online resources) for professional purposes only.
3. We understand that any equipment we work with is the property of the company.

1. With regard to the culture of the Company (appearance and speech of employees).

1. We maintain a neat appearance and an accepted dress code.
2. We closely monitor the competent oral and written speech, we avoid swearing, vulgarism, slang.
3. We adhere to a polite manner of conversation, do not allow raising our voice and offensive tone, exclude familiarity in communicating with others.

Measures and Mechanisms for Maintaining Key Values

1. We promote an active and positive outlook on life by organizing various corporate events. We care about the health of our employees, actively responding to the ideas of various sporting events and competitions. We help in organizing mass sports by renting sport complexes... An example is the football team "Center CM"
2. We strive to strengthen the family views of our employees, organize children's contests, and give gifts. We encourage such an initiative.
3. We make our work more interesting by providing employees with the opportunity to participate in various projects, internships.
4. We improve and develop our employees, organize various training programs for them.
5. We support the effectiveness of employees in business, focus on achieving results with various systems of material and non-material motivation
   

Compliance with rules and regulations

1. Each employee voluntarily assumes responsibility for compliance with the rules and regulations of the Company, openly demonstrates adherence to the provisions and by example involves his colleagues in this.
2. Business unit leaders are a model of compliance with the regulations for their subordinates, monitor the behavior of their staff in terms of compliance with the norms and carry out work that contributes to their understanding.
3. The company is committed to communicating content and reinforcing values ​​and norms to employees by all available ways, as well as provide all kinds of support in their understanding.