Modeling the process of management of organizational culture at enterprises of fuel and energy complex

Abstract

The article is devoted to the study of the process of modeling organizational culture in the context of the activities of enterprises of the industrial complex, in particular, the sectoral structure of enterprises in fuel and energy complex. In the context of the strategic development of an enterprise, organizational culture acts as an effective mechanism and tool for development in modern transformational economic processes. The main criteria approaches to the definition of organizational culture are considered, based on the practice of managing enterprises in the fuel and energy complex. The main models of organizational culture are characterized, and the methodological apparatus of the algorithm for the formation of organizational culture at the enterprises of fuel and energy complex in the context of the globalization reform of modern economic system is developed. The developed model of a systematic transition to the formation of an organizational culture is based on a role-playing and innovative type of culture, which is acceptable for industrial enterprises in general, and industry enterprises of fuel and energy complex. The model of formation of the organizational culture of the enterprises of fuel and energy complex is aimed at the implementation of the work plan, taking into account the formation of preferred types of organizational culture. Optimization ways and directions for improving the development of the organization's culture in order to increase its competitiveness and performance efficiency are proposed. The study is of value to scientific and pedagogical workers in the field of education and in the field of management consulting.