Business culture is not only a symbolic, traditions and a clothes style. The business culture is multilayered. It represents “a set of the most important offers accepted by the members of the organization, who receive the expression in the values, declared by this organization, set to people’s reference points of their behavior and actions transferred through symbolical means of a spiritual and material environment”.
The main points of this culture are those ideas, views, values, which are divided by the corporators. They can be absolutely different and “they depend on what interests are the main in this case — the organization’s ones, as a whole or its certain members’ interests”. The styles of the behavior and communication follow from the values.
What are the ways of the formation of the business culture? The direction is set by the formal leaders (the managers of the company) in this case; it happens rarely, because the informal leaders carry out the formation of the business culture. Therefore, the most important for the manager who are wishing to create the business culture, is to define for himself/herself the main values of the organization. For this purpose it is necessary to do a great deal of work from an initial certification of the employees to the detection of their psychological stability, their professional level, aspirations and motivations before writing the staffing timetable, a forecast of the development of the company and what people are required to invite from outside. Sometimes happen that the HR manager is given a task to pay attention to everything, even to a zodiac sign of the candidate during the staff recruitment.
Some companies write down the rules, fundamental values and principles of the work accurately and hang them out for a public inspection. It sometimes happens that the specified features exist, all realize them, but there is no a record, actually. Most likely, it is not so important.
However, “the majority of recently appeared firms either substitute the contents for the form or they are not engaged in the purposeful formation of the business culture” (Papa 45). The principles of the recent past very often work: “we do not wish to live only for a salary”; “the main thing is to report” (Papa 45). All these defects lead to straight losses of the companies. “Fighting against the consequences (with concrete cases of theft, work not for the company, etc.), it is necessary to be with the corrections of the bases”.
According to different researches, the firms with the strongly pronounced, developed business culture are much more effective in using HR. The business culture is one of the most effective means of the attraction and motivation of the employees. As soon as the person satisfies the requirements of the first level (purely material), he/she has needs for the other ones: a non-material motivation, relations in the company’s staff, common values. And here is the case, when the business culture is very important as one of its important functions is support of each member of the staff, disclosing of his/her individuality, talents. It confirms its importance once again.
When the manager of the company starts to guess whom he would like to see on this or that position, numbering of obligatory professional skills is followed by wishes to image, behavioral and psychological features of the person without which any competitor, even the most qualified, will not receive the invitation. Then it also becomes clear how much the manager realizes the importance of the business culture.
Business culture is often defined by its sphere of activity. So, in the financial sphere, the business culture is traditionally stricter: all is recorded — from a color of the clothes to a relevance of the make-up and accessories of the workers. In the cosmetic company, the dark suit and the minimum make-up will be hardly pertinent. It is extremely important to coordinate the style of the organizational culture to the sphere of business, the market segment correctly.
It is impossible to let things rip as the business culture can be not only positive but also negative. For example, there are companies where it is accepted to stick, to shout at the employees, to use an obscene lexicon. It is necessary to understand who the initiator of such a behavior is. If it is an informal leader, it is necessary to try to affect him/her or to dismiss him/her. It is necessary to change negative traditions, and the quicker it will happen, the better. A good manager should know about the employees practically everything; he/she is obliged to remember personal records of everyone. The majority of people spend most of the time at work. Therefore, it is important to create a favorable psychological atmosphere, to organize the work in the way the employees go to work to the company like to their home.
Do the people working in the company appreciate the presence of the business culture? The polls gave the following result: more than 60 % of workers wished that the company had its features and traditions. “A desire to position themselves in the staff and the society is one of the strongest motivations of the person”.
The immersion in a new culture quite often occurs to be difficult and painful. It is necessary not only “to understand all its subtleties”, but also to “absorb” them (Barney 660). A similar adaptation is one of the most difficult processes after coming to a new working place. The main help is rendered more often by HR managers; they carry out sometimes special adaptable trainings. But the main thing in such cases is that the person did not appear in the conditions of the starvation or did not receive incorrect information. For example, it is accepted in some firms to send letters of thanks to the parents of the young employees who have achieved certain results, successes on the new position.
Many researchers even “consider the culture of the manager and the organization as the most plausible form of the impact on the employees of the enterprises”. The experience of the sociological researches shows that the culture of the organizations as a whole, and management in particular, is not high. Peter Veill comes to a conclusion concerning American enterprises “that the increasing number of the organizations suffers from the absence of any culture”.
Traditions as well as the culture are very different. The main thing is to make a right choice for you. The manager should create a business culture in the company and the employees should define for themselves an optimum type of the behavior at work.
Several years ago, stating the wishes to the personnel, managers were practically always limited to the qualification requirements and biographical particulars (Barney 658). Sometimes, if it was a secretary, they paid attention to the appearance. Today, everything is different. It is most likely that it is connected with the fact that the employers started to understand the business culture and employees as its carriers define the firm’s identification in the market, its work level with clients, its image; a psychological climate and benevolent relations allow people to achieve goals more amicably. In difficult situations the companies with strong business culture are more competitive; the employees are ready to support each other and the company during the difficult moment.