Development Of Corporate Culture Research Articles

Aesthetic Education as Actual Training Direction of Arts High School Students in Information Society

The purpose of the article is to investigate the features of professional training of stage specialists in the context of the development of corporate culture in the information space. The research methodology provides a comprehensive approach using analytical, systematic methods, comparative, which allows to identify the main features and professional competencies that need to be mastered by students as masters of the stage in the development of the information society. The scientific novelty of the work lies in the actualization of professional aesthetic and stage competencies and skills of students of creative specialties, given the entry of the educational process in the information-oriented context of the development of artistic professional education. Conclusions. As a result of the research it was established that the educational and creative process involves the acquisition of aesthetic knowledge by students and the formation of relevant beliefs, needs, interests, habits, skills and abilities in accordance with the demands of the modern information society. The article reveals the concept of aesthetic education of students of art freelance as a purposeful and systematic process of formation of aesthetic concepts, tastes and ideals, attitude to the profession, to nature and art, to society and life, to communication and relationships, development of creative component of professional activity. The value aspect of the new paradigm of creative education directly determines the main tasks and directions of reforming creative education in Ukraine. This applies both to the main goal of the education system (creating conditions for the development and self-realization of each individual as a citizen of Ukraine) and the fundamental principles and priorities of creative development of stage masters.

DETERMINANTS OF THE LEVEL OF DEVELOPMENT OF MANAGEMENT CAPACITY OF ENTERPRISES IN THE DIGITAL ECONOMY

The article contains the results of research on the main determinants of management capacity (MC) and its financial support. Identifying their features in accordance with the level of development of the digital economy allows us to draw conclusions about the priority areas of personnel development, information and innovation support for management decisions and the development of corporate culture and teamwork. The components of management capacity must meet the strategic objectives of the enterprise. Priorities for the implementation of management innovation and investment projects for the development of management capacity are determined depending on the impact of each component and the overall level of management capacity. Similarly, the need for financial support for each component of the MC is determined. The contradictions in assessing and prioritizing are the interrelationships of the components, as well as the duplication of development functions. Development of management capacity in the conditions of informatization and intellectualization of economy, introduction of innovations at the enterprises is carried out in the environment of corporate culture. Corporate strategic management in the digital economy involves the use of a comprehensive and targeted management system and environmental information support for management activities. Reasonable choice of determinants with the help of human-oriented value approach is presented in theories and practices of using a system of balanced scores, maximizing value for owners, visualization of development maps and more. The law of synergy allows to obtain new qualities of management capacity based on the development of each component and their relationship. This connection is carried out in accordance with the main carrier of management capacity - the manager, who is also a carrier of corporate culture, innovation and an active user of the information system of the enterprise and a team player. Such various roles of the manager and the purpose of development of his or her personal potential as the expert and the person demand the complex approach to formation of components of management capacity of the enterprise. At the heart of the components and as the component with the greatest equal capacity is the management capacity of personnel (MCP) at all levels (from enterprise to individual). In accordance with the MCP, innovative, informational, team, cultural and corporate potentials are considered. Determinants of management capacity development should be based on key determinants of value in accordance with each of the components and stage of the life cycle of the enterprise. This will determine the priority aspects of management capacity development, identify the links between its components, their interaction and the dynamics of determinants of management capacity development in accordance with the determinants of strategic management of the enterprise. It is also important for the digital economy to use the potential of information systems, electronic communications, digital skills of personnel. Determinants of financial support are evaluated as the indicators of innovation and investment projects; introduction of changes in management; improvement of the information system, corporate system of the enterprise, personnel training costs, support of departments in certain areas, personnel management system costs, personnel incentives and motivation in terms of direct costs and efficiency, as well as in terms of saving resources: time, human and material resources. The current system of monitoring, evaluation and forecasting of interrelated financial and non-financial determinants, combined within the framework of human-oriented value management, allows to assess the state of management potential and identify components that need to be developed at first instance.

ПОДХОДЫ К ОЦЕНКЕ ЭФФЕКТИВНОСТИ ФИЗКУЛЬТУРНО- ОЗДОРОВИТЕЛЬНЫХ И СПОРТИВНЫХ МЕРОПРИЯТИЙ КАК СРЕДСТВА ФОРМИРОВАНИЯ КОРПОРАТИВНОЙ КУЛЬТУРЫ

Nowadays fitness and health and sport activities organized for co-workers are an important tool to create and strengthen corporate culture. However, ways to assess effectiveness of such activities are still poorly explored. As we can see from theoretical and applied researches by the article authors during planning and organization of corporate physical and sport activities, companies rarely try to generate metrics allowing to track effectiveness of those activities and adjust program for development of corporate culture. The article analyzes possibilities of sociometric procedure, Event ROI methodology, criterial approach to assessing effectiveness of fitness and sport activities, provided by the organization. The authors come to a conclusion that when implementing practices of corporate sport and fitness programs for co-workers it is necessary to develop metrics for effectiveness assessment, create a balanced system of metrics as a system for strategic management of employees’ health. It is claimed, that in order to create successful and strong corporate culture, the fitness and sport activities should be regular, they should have a systemic approach and provide a well-organized system for monitoring and management.

Corporate culture as one of the key factors of effective industrial enterprise development

The article is focused on the investigation of the impact the corporate culture makes on industrial enterprise development. It demonstrates that the formation of the corporate culture principles contributes to raising the level of staff involvement, its labor activity performance, maintaining and reproduction of human capital assets of an enterprise. Investments in the development of corporate culture are considered as an alternative to traditional methods of increasing the efficiency of an enterprise in an uncertain economic environment. Corporate culture development, which involves a commitment to raising the level of knowledge, innovativeness and organization, has a positive effect on the performance and efficiency of the entire company, and aids in the regulation of internal labor relations, preventing potential critical situations. The introduction and development of corporate culture, which includes a certain system of values and behaviors, in modern domestic industrial enterprises is becoming a necessity. The application of the principles and values of corporate culture leads to the long-term success of an industrial enterprise.

Corporate culture reengineering strategy of a multinational logistics company

The article substantiates the role of strategic re-engineering of corporate culture in increasing the level of competitiveness of a multinational logistics company and optimizing the efficiency of its activities. The main processes, principles and features of corporate culture transformation as one of the stages of re-engineering of the company's business processes are considered. The main concepts of corporate culture, management innovations, and re-engineering, which are effective tools for improving the efficiency of enterprise management, are defined. An algorithm for creating a corporate culture is proposed, including its positioning at the strategic level, as well as ensuring appropriate financial results. Corporate culture management is considered as an intangible asset that has value and creates conditions for generating income for the enterprise. In addition, it gives the company advantages by reducing conflicts, improving business relationships, reducing non-production time costs, and increasing the economic efficiency of the business. The factors influencing the level of employee involvement in work and transformation of employee behavior in accordance with the leader's strategic vision for company development and in accordance with his decisions on business re-engineering are identified. The main tasks of business process re-engineering are revealed, key directions and necessary tools for implementing the transformation of corporate culture are highlighted. The research methodology is based on methods of theoretical analysis and generalization of scientific literature and periodicals on the research topic, statistical analysis, classification and analytical method and methods for determining economic efficiency. The approach to scenario modeling of the process of managing the development of corporate culture of an enterprise based on a combination of components of culture, methods of managing it, basic values and strategies of enterprise management as a whole has been further developed, which allows taking into account the multidirectional interests of stakeholders and harmonizing them in the process of managing a multinational logistics company.

Features of corporate culture influence on organization efficiency

This article shows relationship of corporate culture influence on organization efficiency and relevance of this topic, which is of great interest due to lack of development of this issue. The study of corporate culture of organization is due to qualitative changes in approaches regarding the influence of corporate culture on organization effectiveness. Organization efficiency requires that its culture, strategy, environment and technology are interconnected and aligned with each other. There are two ways that corporate culture can influence the life of an organization. Firstly, culture and behavior mutually influence each other. Secondly, culture affects not so much what people do, but how they do it. In process of formation and implementation of corporate culture, in our opinion, factors such as leader’s culture and national culture, organization’s mission, industry, external environment, structure and size of organization, etc. should be taken into account. The ability to solve goals and objectives set for corporate culture determines its effectiveness. In the study, authors revealed theoretical foundations of formation of corporate culture and its content, examined methods of studying corporate culture of organization and identified best methods for developing corporate culture of foreign countries. As a result of analysis and sociological research to improve corporate culture of BadysSidi Company LLP, authors developed recommendations for further development. Corporate culture requires ability to manage it in order to make changes effective. Effective management requires availability of appropriate management tools and real assessment of state and level of development of corporate culture.

A study on the corporate culture of BYD

The main battlefield of ‘made in China 2025’ proposed by the Chinese government is the deep integration of industrialization and informatization, among which intelligent manufacturing and new energy vehicles are the key links. New energy vehicle refers to the use of unconventional automotive fuel as a power source (or use conventional automotive fuel, new vehicle-mounted power plant), integrated vehicle power control and driving aspects of advanced technology, the formation of advanced technical principles, with new technology and the structure of the vehicle. BYD's success in the battery, I T and automobile industries has attracted the attention of the industry, making it a shining new star in the Chinese business community. BYD 's innovation, diversification and corporate culture construction have certain enlightenment to the development of China's small and mediumsized enterprises. Therefore, by looking at the Chinese network literature, about BYD's research mainly focused on the development strategy, corporate finance, corporate performance, and corporate marketing, etc. This paper will take BYD as the research object and focus on corporate culture. Through literature analysis and qualitative analysis, it will summarize and further analyze the unique corporate culture of BYD, its important role, and provide relevant theoretical references for the construction and development of corporate culture in other industries.

НАСТАВНИЦТВО ЯК МЕТОД АДАПТАЦІЇ, ПІДГОТОВКИ ТА ПІДВИЩЕННЯ КВАЛІФІКАЦІЇ СУДОВИХ ЕКСПЕРТІВ

У статті висвітлено необхідність запровадження інституту наставництва під час підготовки, підвищення кваліфікації та адаптації судових експертів, надано практичні рекомендації щодо організації цього напряму діяльності в загальній системі роботи з персоналом судово-експертних установ. Акцентовано увагу на відсутності нормативно-правого забезпечення роботи відповідальних за безпосередню підготовку судових експертів, що негативно впливає на якість навчання та адаптацію працівників на новому місці роботи, і системи стимулювання праці співробітників, які навчають експертних спеціальностей на практиці. Обґрунтовано роль наставництва як інструмента адаптації та навчання нових працівників, підвищення кваліфікації судових експертів, зміцнення згуртованості всього колективу судово-експертної установи. Наголошено на визначенні інституту наставництва як одного з пріоритетних напрямів роботи з персоналом.

Інноваційні технології кадрового менеджменту як підґрунтя професійної підготовки майбутніх менеджерів з персоналу

The article, based on the analysis of domestic and foreign scientific literature, has revealed the formation of human resources management as an important part of the theory and practice of personnel management and the basis of professional training of future human resources (HR) managers. The place of innovative technologies within the conceptual field of personnel management has been shown, and the definition of the concept «innovative technologies of personnel management» and «innovative personnel technologies» has been given. The author has proven that the classification of innovative technologies of personnel management based on personnel processes, which is built on a set of interrelated activities of personnel management, is the most common. The main groups of innovative technologies of personnel management have been characterized: the formation of personnel reserve; the assessment of business professional and personal qualities; the creation of a system of motivation; the personnel training; the development of leaders and talents; the formation and development of corporate culture; the formation and development of teams; conflict management. The nomenclature of the innovative technologies has also been disclosed, as well as their purpose in the holistic process of personnel work in an organization. The most significant system innovative personnel technologies have been determined: the grade system of rewards; technologies of career planning and individual employee development; methods of creating project teams and forming the organization corporate culture.

MODELS OF CORPORATE CULTURE AND ITS OPTIONS: WORLD AND UKRAINIAN EXPERIENCE FOR INDUSTRIAL ENTERPRISES

The article is devoted to the models of corporate culture and its options at industrial enterprises. Models of corporate culture are studied, and world and Ukrainian experience is considered. Based on the study, it was found that there are: E. Shane's model, which is based on three levels: cultural indicators, worldview, levels of symbols and signs; The model of F. Harris and R. Moran that is formed of ten elements and helps industrial enterprises to pay more attention to their workers, to promote the strengthening of industrial relations, the correct development of corporate strategy among the models of world-class corporate culture. It is found that the model of R. Ruttinger contains such basic elements as the market and society, and its values are the culture of the organization, the idea of values, norms, rules of conduct, specific behavior. G. Hoftsed's model of culture is based on practices, the main elements of which are: values, rituals, heroes, symbols. BF Usmanov's model is based on perfect, namely: outstanding figures and role models, leading ideas and values in society, internal standards and rules, informal communication channels. The Performance Engineering Group, Inc. model combines elements of corporate culture with elements of corporate strategy. It was found that the models of Ukrainian scientists differ from foreign ones. MI Ovcharenko's model contains the process of formation and development of corporate culture, consumer profile procedures, allows to fully implement the customer-oriented function of corporate culture. SI Hrybinska's model is based on the factors of external and internal influence on corporate culture, reflects the levels of its manifestation, provides personal needs of employees and motivates staff, helps to satisfy employees with work, helps to achieve creative self-realization and self-development.

CORPORATE CULTURE OF INSTITUTE OF HIGHER EDUCATION

Introduction. Corporate culture serves as a regulator of staff behavior through a system of values, norms, rules established within a single educational institution. Corporate culture can be considered as a kind of management ideology aimed at increasing the business activity of employees, the formation of their corporate identity. Goal is to investigate the phenomenon of corporate culture, to analyze the structure and functions of corporate culture, to characterize the features of the corporate code, to reveal the essence of corporate symbols; to present the main aspects of forming the corporate culture of a higher education institution (on the example of the Western Ukrainian National University). Method. The research methodology is based on the complex application of general scientific methods, including analysis and synthesis. The applied historical and cultural approach involves the study of corporate culture as a socio-cultural phenomenon, its role in creating the image of the university. Results. The scientific novelty of the obtained results is reflected both in the very formulation of the problem and in a comprehensive approach to its solution; The work is a study of the innovative activities of higher education institutions in the formation and development of corporate culture, is a critical analysis of previously unexplored aspects of the Western Ukrainian National University. The results of the study are reflected in the conclusions. Conclusions. It is established that the management of a higher education institution forms a corporate culture, thanks to which employees identify themselves as a professional community that stands out in the market of educational services. The directions of improvement of corporate culture of the university are offered, the basic principles of effective corporate culture, the maintenance of the corporate code, and also a role of corporate symbols in formation of image of university are analyzed.

Corporate culture - as a factor of effective innovative management of the University

The article discusses the role of corporate culture in the management of educational institutions in the context of modernization of the higher education system. The analysis of the level of formation of corporate culture in universities of the republic of Uzbekistan, the problems of the formation and development of corporate culture of the university.

НАВЧАННЯ ЯК КЛЮЧОВИЙ АСПЕКТ ПІДВИЩЕННЯ ЕФЕКТИВНОСТІ РОБОТИ ПЕРСОНАЛУ НА ПІДПРИЄМСТВАХ ГОТЕЛЬНОГО ГОСПОДАРСТВА

Стаття присвячена проблемі підвищення якості обслуговування на підприємствах готельного господарства шляхом навчання персоналу. Обґрунтовано, що в сфері обслуговування людський чинник стає головним фактором виробництва та надання послуг, а витрати на навчання персоналу, на його розвиток несуть підприємства задля формування власного людського капіталу, що в подальшому сприятиме ефективній роботі як співробітників, так і підприємства в цілому. Досліджено методи та засоби навчання персоналу, визначено особливості їх застосування в готельному бізнесі, виявлено переваги та недоліки методів навчання на робочому місці. Доведено необхідність систематичного навчання персоналу готельних підприємств як підґрунтя підвищення ефективності їх діяльності за рахунок підвищення якості готельного обслуговування.

Culture of organization in conditions of changes as an ability of efficient transformations: the case of gas transportation companies in Ukraine

Research background: The relevance of the research on corporate culture in the conditions of changes is substantiated and its elements, which are important for effective transformations, are defined. The influence of corporate culture on the company performance and its elements is identified. The article deals with hierarchical levels of corporate culture which identify elements of corporate culture and "hidden" factors that allow establishing relationships with the outside world and promote productive work.
 Purpose of the article: The objective of the article is to identify the elements of the organizational culture at the enterprise level, which influence the effectiveness of its activities under the changes and generalization of its components that determine its ability to transform the existing state in accordance with the established world experience and practice. The research is based on the experience of gas transportation companies in Ukraine.
 Methods: The McKinsey 7S model was used to describe the enterprise to assess the state of the proposed levels of formation and to change its corporate culture. The McKinsey 7S Framework used in this study as analytical tool to explore a system of interrelated elements which improve the organization's work, raising the level of employee culture and generating common values. The expert method was used to assess the qualitative indices of enterprise internal environment, including "style/culture" and "common values", based on the questionnaire of the experts' group. The survey was conducted at three levels of management for the gas transportation companies, located in different regions of Ukraine. The three levels of management for the mentioned above enterprises ? top, middle and low managers were taken into account. The use of the fuzzy logic method makes it possible to investigate the influence of the corporate culture elements on the results of the enterprises and to identify those elements which are important for the implementation of changes at the enterprise and without which it is impossible to achieve effective transformations.
 Findings & Value added: Taking into account the results of the assessment of corporate culture elements at the investigated companies, the directions of corporate culture development for enterprises that are in a state of changes are pointed out, namely: use of different management styles; support of employees in making innovative decisions; development of cooperation and elimination of conflicts between workers; formation of general corporate values; creating trust between employees and top managers; promoting the development of young workers; use of the mechanisms of education and maintenance of a high level of morality and culture of workers.

Педагогические условия развития корпоративной культуры в образовательном учреждении оздоровительного типа

Features of a health-care establishment corporate culture are described in the article along with the system of complementary pedagogical conditions for the development of corporate culture in such institutions. The article substantiates the necessity of employees' professional community development, advancement of their competence and expansion of the opportunities for self-realization within the process of dealing with professional tasks. The author perceives the involvement of all the employees in the process as well as the increase in the number of initiatives and aspiration for bettering the quality of their work as substantial pedagogical conditions for the formation of a corporate culture.

Трансдисциплінарний підхід в підвищенні ефективності управління інтелектуальним капіталом компанії

The Fourth Industrial Revolution entails the emergence of a fundamentally new type of industrial production, in which intellectual capital will play the role of the most important factor of production. This necessitates the operative and rational management of its components in order to achieve the complex implementation of the company's competitive advantages. Stakeholders need high-quality information and analytical support to increase the efficiency of company's intellectual capital use. The goal of the paper is to determine the priority of financing the elements of primary (human capital) and secondary (structural capital) intellectual capital based on accounting data and financial statements which are determined at the various stages of business life cycle in order to maximize the results of its activities. Methods of analysis and synthesis, modeling, tables and graphics research are used that to achieve this goal. The authors analyze the existing classifications of intellectual capital and define the financial indicators of primary intellectual capital and secondary intellectual capital at different stages of business life cycle. The cost of primary intellectual capital is proposed to include: wage and bonus; training and professional development of employees; certification of personnel; additional pension provision; business trips, participation and conducting of exhibitions, presentations; recruiting. Instead, capitalized costs should be attributed to the value of secondary intellectual capital, in particular: for intellectual property and information infrastructure; licenses; registered trademarks; franchises, etc. In addition, the elements of secondary intellectual capital are reflected in period costs (costs for the formation, support and development of corporate culture, customer base, research and development, structural reorganization, etc.). The authors propose a matrix of priority financing of components of intellectual capital at various stages of business life cycle.

Comparison of Corporate Culture in Croatia and Germany

The topic of the paper is a law that has found its place and application in Germany, and in Croatia it comes in a different form: the Law on the Co-decision of Workers. The co-decision law directly influences German corporate culture. The paper will outline the Act itself, its division, its structure, some general facts about how, when and where it was published, when it came into force, then we will enter into the history of co-decision. Also, a link to the Croatian Labor Code and a part equivalent to German law will be shown. At the end of the paper, a survey on the quality of corporate governance in the Republic of Croatia is presented. The principles of corporate governance of the OECD are important for the successful development of corporate culture. We used scientific methods to produce the work: The historical method involves the process by which various documents can be used to find out what has happened in the past and the course and causes of a particular event, the inductive-deductive method is used in explaining established or discovering new insights and laws, proving the set points, testing hypotheses and predicting future events, and the comparative method involves the process of comparing facts and phenomena with a tendency to identify differences and similarities.

Сучасні технології управління персоналом.

The development of personnel management technologies is characterized by modern trends. These are: technological progress; mobility and other features of the new generation; new benchmarks in communication and teamwork. These trends are intertwined. Technological progress primarily changes people, their habits, and mobility in communications. The organizational structure and its information environment have also changed. Emphasis in personnel management focuses on such human qualities as emotional intelligence, creativity, emotionality. A clear balance of various activities of the company, a decrease in routine operations and the number of unskilled workers, an increase in the share of creative work, support and motivation of creative personnel - trends in the development of the organization of the future. Personnel management technologies cover all management functions and have their own specific sub-functions. The planning of the work of personnel is formed in accordance with the mission of the organization and the career strategy of a particular employee. Planning is done from a development strategy to specific operational plans. The organization of relations with the employer also undergoes changes both in the formal plane (today employees have several employers; they work as freelancers, contractors, etc.), as well as in the technologies of interaction and organization of group work. The development of the enterprise management system as an ecosystem involves the formation of an organization development strategy, HR strategy. They contain the values of the organization as a producer of goods and services and as an employer; enable the development of corporate culture and positioning of each employee in relation to the development of the organization. This approach allows us to consider the modern technology of personnel management in accordance with the main sub-functions. These include: strategic workforce planning; search, recruitment; staff training and development; management of staff efficiency; staff motivation through recognition and reward; career development of personnel, motivation for leadership.

Features of corporate culture development of metallurgical enterprises

The features of corporate culture development of metallurgical enterprises are revealed. Theoretical analysis of the essence and structure of corporate culture is carried out. The features of corporate culture development based on the spiral model are covered and described. It is noted that when the conditions of existence of the company change, this transformation necessitates redefining the basic values and beliefs. Problems that cannot be solved within the framework of the existing value system are forcing companies to move up to the next spiral. It is emphasized that when analyzing the formal component of corporate culture (mission, vision, strategy, competence model) of different companies there are no significant difficulties, however, when analyzing the informal component (belief, ideology, role models), the companies face many obstacles. It is substantiated that the use of corporate anthropology is an important toolfor analyzing the informal component of corporate culture and identifying informal relationships within a company, its internal and hidden dynamics. The concept of «corporate culture» based on the principles of system, hierarchy and dynamism is proposed. It is stated that it is a complex dynamic hierarchical system consisting of formal (mission, vision, values, embodied in company practices) and informal (social relationships, role models, rituals, important stories in the company) components that change under the influence internal and external environment of the company. Assessment of strategic development and overall corporate culture at Metinvest Group enterprises is given. In view of the challenges of activity in 2015-2016, namely the unstable political and economic situation in Ukraine, falling prices on world commodity markets, the Metinvest Group revised its strategy as new challenges created new rules for doing business. The authors present the arguments that substantiate the need to use corporate anthropology to assess corporate culture and improve it in the period of strategic changes in metallurgical enterprises of Ukraine.

People Skills for Mining Engineers, an Important Addition to the Curriculum

Engineering education is very effective at training students in critical thinking and analytical skills however, these engineers often transition into management in their organization. These roles require an additional set of skills. Obviously an understanding of business and finance is required but even more important is the ability to work effectively with people. Based on their experience in industry and academia the authors have developed methods to introduce these skills to engineering undergraduates. The mining safety and health management course that has been offered for several years at the University of Utah has been modified to include such topics as emotional intelligence, leadership, and corporate culture development. This paper describes those changes and students’ reactions to them.