What is expressive repetition in Russian. Replays
1 THEORETICAL ASPECTS OF ORGANIZATIONAL CULTURE IN THE MANAGEMENT SYSTEM
1.1 The concept and essence of organizational culture
1.2 Development of forms of organizational culture.
1.3 Relationship between organizational culture and organizational performance
2 METHODOLOGICAL BASES FOR RESEARCHING ORGANIZATIONAL CULTURE AND ITS INFLUENCE
ON THE EFFICIENCY OF THE ORGANIZATION.
2.1 Determination of the dominant type of culture of organizations.
2.2 Identification of the most significant characteristics of organizational culture.
2.3 Influence of organizational culture on the performance of the organization
3 APPROBATION OF METHODS FOR EVALUATION OF ORGANIZATIONAL CULTURE AND ITS IMPACT ON THE EFFICIENCY OF THE ORGANIZATION ON THE EXAMPLE
CONSUMER SOCIETIES AND UNIONS
3.1 Features of consumer cooperation organizations
3.2 Analysis and evaluation of organizational culture.
3.3 Determining the impact of culture characteristics on organizational performance.;.
Introduction to the thesis (part of the abstract) on the topic "Organizational culture as a factor in improving the efficiency of the organization"
The relevance of the topic of dissertation research. In the context of radical socio-economic transformations, organizational culture has become a significant factor influencing the efficiency and competitiveness of organizations. Foreign researchers have found that flourishing organizations are characterized by a high level of development of organizational culture.
Home distinctive feature of these successful companies, their most important competitive advantage, the most powerful factor that they all identify as a key component of their success, is their culture.
Organizational culture brings together all activities and all relationships within the organization, influencing its effectiveness. The ability to analyze and evaluate organizational culture enables managers to make decisions that ensure their high efficiency. Therefore, if you do not deal purposefully and persistently with issues of organizational culture, then “nothing will happen, no matter how radically hierarchical relations are replaced by market ones, no matter how carefully new systems are worked out. Softening, atrophy of culture as a managerial tool, inattention to it - this is the path to collapse in the new conditions.
It is also an indisputable fact that modern Russian entrepreneurs feel the need to develop methodological approaches to the analysis and evaluation of organizational culture in order to more effectively manage their business.
The degree of development of the problem. During the preparation of the dissertation, the works of foreign and domestic authors were studied, the evolution of approaches to determining the essence of organizational culture was studied in conjunction with the development of management schools. The issues of formation, development, determining the type of organizational culture and its assessment were considered in their scientific papers foreign researchers: R. Ackoff, R. Armstrong, C. Barnard, P.JI. Daft, T. Deal, C. Cameron, A. Kennedy, R. Quinn, M. Mescon, R.T. Moran, J. Newstrom, W.G. Ouchi, R. Rüttinger, J. Stoner, C. Khandy, F. Harris, G. Hofstede, E. Schein, and others.
The influence of organizational culture on the effectiveness of organizations is presented in the publications of foreign scientists: D. Denison, R. Quinn, T. Parsons, T. Peters, J. Rohrbach, V. Sate, R. Waterman, K. Fey. But at the same time, they did not disclose the technology and methodological approaches to determining the impact of organizational culture characteristics on performance indicators.
A significant contribution to the development of the theory and practice of organizational culture was made by the following researchers: P.B. Weill, O.S. Vikhansky, V. Groshev, S.A. Ilinykh, O.V. Kogevin, G.K. Kopeikin, M.I. Magura, M.A. Makarchenko,
A. Maksimenko, E.D. Malinin, I.V. Minaeva, A.I. Naumov, L.E. Nikiforova,
B.A. Pogrebnyak, H.H. Pusenkova, Yu.M. Reznik, O.A. Rodin, JI.C. Savchenko, T.O. Solomanidina, V.A. Spivak, O.E. Steklova, JI.E. Teplova, O.G. Tikhomirova, V.V. Tomilov, M.V. Udaltsova, A.D. Chanko and others.
All of these authors were engaged in the study of individual problems, directly or indirectly related to organizational culture. At the same time, the analysis and evaluation of organizational culture, its impact on the performance of Russian organizations, requires further research. The lack of methods for analyzing and evaluating the impact of organizational culture on the effectiveness of organizations, the practical need for them determined the purpose and objectives of the dissertation research.
The purpose and objectives of dissertation research. The purpose of the dissertation research is to improve the methodological tools for assessing the impact of organizational culture on the effectiveness of the organization. To achieve this goal, the following tasks were set: study of the conceptual foundations of organizational culture as a factor in improving the efficiency of the organization;
Substantiation of the need to improve the scientific and practical tools for assessing the effectiveness of the organization's activities, taking into account market conditions;
Modification of the methodology for determining the dominant type of organizational culture based on the expansion of criteria;
Development of a methodology for identifying the most significant characteristics of organizational culture based on a change in the approach to rating;
Development of a methodological approach to assessing the impact of organizational culture on organizational performance.
The object of research is the process of managing organizational culture.
The subject of the study is methodological approaches to the assessment of organizational culture in the organization's management system.
The objects of observation were the trading enterprises LLC "Sibirskaya Chasha" and LLC "Mercury" in Novosibirsk, consumer societies and unions of the Irkutsk and Novosibirsk regions.
Field of study. The content of the dissertation corresponds to the field of study 10.14. “Organizational culture. The impact of organizational culture on economic and social behavior of people. Socio-cultural, socio-political and socio-economic factors in the development of organizational culture. Methodological issues in the study of organizational culture” Passport of the nomenclature of specialties of scientific workers (economic sciences).
Theoretical and methodological basis of the study. The theoretical basis of the study was the scientific provisions contained in the fundamental works of leading domestic and foreign scientists in the field of organizational culture research, systems theory and economic analysis. The methodological basis of the study is the dialectical method of cognition. The study is based on general scientific methods: induction and deduction, analysis and synthesis, analogy, a systematic approach, observation, comparison, modeling, applied economic and statistical methods for summarizing and grouping data, studying dynamics and relationships). For the accumulation, storage, processing and presentation of the results of the study, modern computer technologies were used.
Informag (ionic basis of the study are the regulatory and legal acts of the Russian Federation, internal regulatory and legal documents of the surveyed organizations, allowing to study the features of the economic and organizational-legal formation and development of organizational culture, scientific publications, materials of scientific and practical conferences, reference data, accounting and statistical reporting, as well as actual data obtained from the results of questionnaires and surveys of respondents.
The scientific novelty of the results of the dissertation research is as follows: the concept of the effectiveness of the organization's activities as an organizational indicator that takes into account the degree of satisfaction of all subjects interested in the success of the organization has been clarified;
The OCA1 method of K. Cameron and R. Quinn was modified to determine the dominant type of organization culture based on expanding the set of key criteria and changing the algorithm for distributing points between competing statements;
The methodology of D. Denison's BOSM for assessing the culture of an organization was modified based on the identification of key characteristics and the introduction of an integral indicator; an algorithm for assessing the impact of organizational culture on the effectiveness of the organization's activities based on correlation analysis is proposed.
Approbation of the research results. The dissertation reflects the results of approbation of improved OCA1 methods by K. Cameron and R. Quinn, D. Denison in trade organizations LLC "Mercury" and LLC "Siberian Cup" in Novosibirsk and in 29 consumer societies and unions of the Irkutsk and Novosibirsk regions for analysis and evaluation their organizational culture, the effectiveness of the organization and the establishment of communication between them.
The main provisions and results of the study were reported and discussed at the scientific and practical conference of the SibUPK "Actual problems of economics and management" (Novosibirsk, 2001), international scientific conferences: "Young economists - the future of Russia" (Stavropol, 2009), "Socio-political aspects of reforming economic system of modern society” (Saratov, 2009), “Topical issues of economic sciences” (Novosibirsk, 2010).
The proven methods, results of the study and recommendations contained in the dissertation research have been introduced into the practice of consumer societies and unions Novosibirsk region(Act on the implementation of the Board of the Novosibirsk Regional Union of Consumer Societies dated 02.12.09 No. 11), Irkutsk region(Act on the implementation of the Irkutsk Regional Union of Consumer Societies dated February 24, 2010 No. 16), the Sibirskaya Chasha trading network (Sibirskaya Chasha LLC) (Act on the implementation of December 24, 09 No. 24/12), companies with limited liability "Mercury" (deed of implementation dated
22.12.09, No. 42), as well as in educational process Novosibirsk branch of the AHO "Russian Academy of Entrepreneurship" (implementation certificate from
15.02.10, No. 30).
Number and volume of publications. Based on the results of the dissertation research, 10 papers were published with a total volume of 12.2 p.p., including author's - 6.8 p.p. Three scientific articles published in scientific publications recommended by the Higher attestation commission, with a volume of 1.8 p.l., including copyright -1.3 p.l.
The volume and structure of the dissertation is formed taking into account the observance of the logical sequence of the presentation of the material, the establishment of a causal relationship and the interaction of factors and elements of the problems and objects under study. The dissertation consists of an introduction, three chapters, a conclusion, a bibliographic list of 135 titles, and 17 appendices. The thesis includes 142 typewritten pages, 35 tables and 30 figures.
Dissertation conclusion on the topic "Economics and management of the national economy: the theory of economic systems management; macroeconomics; economics, organization and management of enterprises, industries, complexes; innovation management; regional economics; logistics; labor economics", Anatoly Nepomnyashchiy
The results of the study for each consumer society and in general for all consumer societies are presented in the form of tables of values of twelve indicators and four characteristics of organizational culture (organizational adaptability, strategic management, coherence of actions and human capital development), organizational culture indices and its graphical profiles.
Below are the results of a study of culture in consumer societies of the Irkutsk region. In table. Figure 15 shows the results of a survey of respondents on the characteristic "organization adaptability" processed according to the previously described methodology.
CONCLUSION
Among researchers of organizational culture, there is a debate about whether any methodological approach to the quantitative assessment of organizational culture is possible at all and whether it will be generally recognized, or culture can be assessed on the basis of qualitative approaches? Today, none of the existing methods for assessing organizational culture offers a way to identify its dominant type, the most significant characteristics and a mechanism for determining the influence of culture characteristics on organizational performance indicators.
The dissertation research resolves the existing contradictions and problems associated with the assessment of organizational culture and the determination of its impact on the organization's performance indicators. In the course of the dissertation research, the goal set, the improvement of methodological tools for assessing the impact of organizational culture on the effectiveness of the organization, was achieved.
In the process of research, in accordance with the tasks set, the following results were obtained. Based on the analysis of definitions and interpretations of organizational culture, the elements that are generally recognized and most used are identified. These elements are values, mission, goals, norms of behavior, traditions and rituals. It has been clarified that organizational culture is a set of material, spiritual and social values that reflect the individuality and characteristics of a particular organization.
It is established that the culture of the organization is a multifunctional system. The priority and significance of individual functions of organizational culture varies depending on its characteristics, goals, stage of development, and the influence of environmental parameters. The essence of organizational culture is revealed in the implementation of nine functions: identification, evaluation-regulatory, reproductive, cognitive, value-forming, communication, recreational, motivating and stabilizing. It was revealed that at a specific historical stage of its development, organizational culture had the following forms: mechanistic, rationalistic, bureaucratic, liberal, pragmatic, socially oriented, realistic or leadership.
After critically analyzing and evaluating existing foreign and domestic methods and methodological approaches to assessing organizational culture and organizational effectiveness, the thesis concluded that on their basis it is impossible to reliably assess the level of development of organizational culture, identify the dominant type of culture and determine the most significant characteristics of culture, having the greatest impact on performance indicators. Therefore, the dissertation candidate modified the OCA1 and EOSM methods.
The modified OCA1 methodology has become more suitable for assessing and analyzing the culture of Russian organizations. It differs from the original methodology in that instead of six key dimensions of organizational culture (the most important characteristics of the organization, the general style of leadership in the organization, employee management, the connecting essence of the organization, strategic goals and success criteria), two key characteristics (“flexibility-stability” and "internal orientation - external orientation") and five characteristics (connecting essence of the organization, strategic goals, general leadership style, management style in managing employees and criteria for success), classified as additional. The allocation of 100 points for each of the 24 statements among four alternatives representing four competing types of organizational culture (clan, adhocracy, market and bureaucratic) is replaced by a distribution of 100% between pairwise competing culture types (clan and market, adhocracy and bureaucratic). The competing values framework, which has a quadrangular shape and contains two axes, has been replaced by a circle with 12 axes (two main and ten additional) spaced evenly at 15 degree intervals and passing through the center of the circle. The length of the radius of the circle corresponds to 100%, on each axis the results of the distribution of 100% between two competing types are plotted. The structure and content of the questionnaire have been radically changed. Seven quadrangular profiles of organizational culture, which characterize it separately, have been replaced by one twenty-four-corner profile, which characterizes the culture of the organization more fully and informatively. The dominant crop type is determined by the crop type index, which is calculated as the ratio of the area of each part of the crop profile corresponding to a certain crop type to the area of the entire crop profile, and not by most points given to a particular type of culture in the survey.
The modified BOSM methodology differs from the original methodology in that it introduces an integral indicator of the level of development of organizational culture (culture index), calculated as the arithmetic mean of the indexes of organizational culture characteristics that have been changed. Instead of adaptability, mission, interaction and involvement, characteristics have been introduced: organizational adaptability, strategic management, coordination of actions and development of human capital. These names of cultural characteristics have become more understandable for the respondents. Each characteristic of culture in the questionnaire corresponds to 15 questions, the assessment of which is based on the choice of a qualitative answer option from the five proposed, which are then converted into scores from 0 to 1 according to a special table.
The identification of the most significant characteristics of organizational culture comes down to the fact that they are first evaluated on the basis of a modified BOSM methodology, and then their significance is determined as the relative weight of each culture characteristic in the total sum of all characteristics.
Modified and adapted methods were applied in the study of the organizational culture of consumer societies and unions of the Irkutsk and Novosibirsk regions. Based on the modified OCA1 methodology, the dominant type of organizational culture, which is the bureaucratic type, was identified in the consumer societies of the Irkutsk region. The results of applying the modified BOSM methodology showed that in consumer societies and unions of the Irkutsk and Novosibirsk regions, the organizational culture has an average level of development, the most significant characteristics of the organizational culture are "strategic management" and "human capital development".
Applied methods in this study have high reliability, which is established on the basis of the calculation of the Cronbach's alpha coefficient. Reliable methods are those with Cronbach's alpha greater than 0.5. The improved D. Denison method has high reliability, the average Cronbach's alpha coefficient of which is 0.96. The improved OCA1 method has an average Cronbach's alpha of 0.65 (Appendix D).
The organizational efficiency of consumer societies and unions of the Irkutsk and Novosibirsk regions is determined by four indicators: the growth rate of gross profit, revenue, capital and reserves, and staff satisfaction. To assess the level of organizational efficiency, the efficiency index was used, which was determined on the basis of a normative system of indicators and mathematical calculations of the Spearman and Kendall rank correlation coefficients. Organizations with an organizational efficiency index equal to 1 are considered effective. The average value of the organizational efficiency index in consumer societies of the Irkutsk region is 0.60, and in consumer societies and unions of the Novosibirsk region it is 0.47. In general, consumer societies and unions are not effective organizations.
The dissertation proposes a toolkit for establishing the influence of culture characteristics on organizational performance indicators. The calculation of Spearman's rank correlation coefficients and the presentation of the calculation results in the form of tables and a graphical profile serve as such tools. It has been established that the characteristics of organizational culture in a certain way affect the change in the performance indicators of consumer societies and unions. The characteristics of culture in the consumer societies of the Irkutsk region "organizational adaptability" and "strategic management" have the greatest influence on the indicators of organizational efficiency, and in consumer societies and unions of the Novosibirsk region - "strategic management" and "coherence of actions".
List of references for dissertation research Candidate of Economic Sciences Nepomniachtchi, Anatoly Vasilievich, 2011
1. Akimova T.A. Organization theory. M.: Unity, 2003. - 367 p.
2. Ackoff R. Planning the future of the corporation. M;: Sirin, 2002.255 p.
3. Armstrong M. Strategic human resource management: Per. from English. -M.: Infra-M, 2002. 327 p.
4. Balashov A.P. Management of the development of the organization of consumer cooperation. Novosibirsk: SibUPES, 2007. - 172 p.
5. Barnard Ch. Functions of the leader: power, incentives and values in the organization / transl. from English. V. Koshkin. M.: Sotsium, 2008. - 332 p.
6. Bernwald A.R. Summing up // Siberian cooperation. Novosibirsk, 2010.-№26.
7. Big encyclopedic dictionary / ed. A.M. Prokhorov. - 2nd ed. -M.: Great Russian Encyclopedia, 1998. - 1433 p.
8. Big Economic Dictionary / ed. A.N. Azrilyana. - 4th ed., add. and reworked. - M.: Institute of New Economics, 1999. - 1248 p.
9. Large commercial dictionary. -M.: Ex-Mo, 1996. 588 p.
10. Weber M. Favorites. Society image. -M., 1994. 569 p.
11. Weill Peter. The art of management / per. from English. Kozyreva I.B. - M.: News, 1993. 224 p.
12. Vico J. Foundations of a new science of the general nature of nations. M. - K.: REEL - BOOR ISA, 1994. - 656 p.
13. Vikhansky O.S., Naumov A.I. Management. - M.: Gardariki, 2003. - 527 p.
14. Gastev A.K. How to work. A practical introduction to the science of labor organization. - M.: Economics, 1972. 279 p.
15. Gvishiani D.M. Organization and management. M.: Nauka, 1972. - 185 p.
16. Gibson J. L., Ivantsevich D. M., Donnelly D. H. Jr. Organizations: behavior, structure, processes: per. from English. 8th ed. -M.: Infra-M, 2000. - 662 p.
17. Groshev I.V., Emelyanov P.V., Yuriev V.M. Organizational culture. M.: Unity-Dana, 2004. - 288 p.
18. Groshev I.V. Organizational culture in the modern management system Russian entrepreneurship: dis. . Dr. Econ. Sciences: 08.00.05. Tambov: RSL, 2007.-493 p.
19. Daft R. Management. St. Petersburg: Peter, 2000. - 823 p.
20. Daft R. Theory of organization / per. from English. ed. EM. Korotkov. -M.: Unity, 2006. 736 p.
21. Deming E. Out of the crisis: A new paradigm for managing people, systems and processes. -M.: Alpina Business Books, 2007. 418 p.
22. Deal T., Kennedy A. Corporate cliques: definition of cultures // Effective manager: views and illustrations / ed. ed. D. Billsberry. -M.: MIM Link, 1999. 364 p.
23. Drucker P. Effective management. Economic tasks optimal solutions / per. from English. Kotelnikova. M.: Fair-press, 2002. - 288 p.
24. Ermolaev O.Yu. Mathematical statistics for psychologists. - M.: FLINTA, 2003.-336 p.
25. Ilinykh S.A. The tender concept of organizational culture: Monograph. Novosibirsk: NSUEU, 2009. - 234 p.
26. Kazantsev A.K., Krupanin A.A. Ethics and culture of entrepreneurship. -M.: Infra-M, 2003. 230 p.
27. Cameron K., Quinn R. Diagnostics and change in organizational culture. St. Petersburg: Peter, 2001. - 320 p.
28. Kant I. Criticism of pure reason / per. with him. N. Lossky. M.: Eksmo, 2007.-734 p.
29. Kant I. Criticism of the ability of judgment. Moscow: Art, 1994. - 365 p.
30. Kaplan R., Norton D. Balanced Scorecard. From strategy to action. -M.: Olimp-Business, 2003. 304 p.
31. Karpov A.V., Skityaeva I.M., Volkova N.V., Yamschikov I.A. Organizational culture: concept and reality: textbook. allowance. - M.: Institute of Psychology of the Russian Academy of Sciences, 2002. 152 p.
32. Kartashova L.V., Nikonova T.V., Solomanidina T.O. Organizational behavior: a textbook. -M.: Infra-M, 2007. 382 p.
33. Kovalev V.V. Financial analysis: methods and procedures. M.: Finance and statistics, 2002. - 560 p.
34. Kozhevina O.V. Organization development management: theory, methodology, practice. Barnaul, 2008. - 237 p.
35. Kozlov V.D. Management of organizational culture. - M.: Publishing House of Moscow State University, 2001.-297 p.
36. Kozlov V.V. Corporate culture: experience, problems and development prospects: Monograph. -M.: Infra-M, 2001. 324 p.
37. Kopeikin G.K. Organizational culture as a tool for managing corporate behavior of personnel // Personnel management. Scientific notes. Book. 1. St. Petersburg: Peter, 2003. - S. 62-68.
38. Lutens F. Corporate behavior. - M.: Infra-M, 1999. 264 p.
39. Magura M.I. Organizational culture as a means of successful implementation of organizational changes // Personnel management. 2002. - No. 1. - S. 24-29.
40. Magura M.I., Kurbatova M.B. Modern personnel-technologies. -M.: CJSC "Business School" Intel-Sintez "", 2003. 388 p.
41. Mayorov A.N. Theory and practice of creating tests for the education system. M.: Intellect-center, 2001. - 296 p.
42. Makarchenko M.A. Study of the organizational culture of St. Petersburg enterprises // Bulletin of St. Petersburg University. Ser. 8. Issue. 3 (No. 24). 2004. - 220 p.
43. Makarchenko M.A. Theory and methodology of the formation of organizational culture as a factor in the development of the structure and methods of enterprise management: dis. . Dr. Econ. Sciences: 08.00.05. St. Petersburg: RSL, 2005.-354 p.
44. Makarchenko M.A. Methodology and methodology for designing a firm's culture in the process of creating flexible organized structures. St. Petersburg: SPbUEiF, 2004.- 159 p.
45. Makeeva V.G. Entrepreneurship culture: textbook. allowance. M.: Infra-M, 2002.-218 p.
46. Maksimenko A. Organizational culture: system-psychological description. Kostroma: KSU im. ON THE. Nekrasova, 2003. - 168 p.
47. Malinin E.D. Organizational culture and business ethics. Novosibirsk: NGU, 2001. - 176 p.
48. Menard K. Economics of organizations. M.: INFRA-M, 1996. S. 127-134.
49. Merton R. Reference group and social structure. M.: Institute of Youth, 1991. - 256 p.
50. Meskon M., Albert M., Hedouri F. Fundamentals of management. M.: Delo, 1997.-494 p.
51. Minaeva I.V. Formation and development of the organizational culture of a large trading enterprise: dis. . cand. economy Sciences: 08.00.05. St. Petersburg: RGB, 2006. - 166 p.
52. Mintzberg G. Structure in a fist: Creation effective organization/ per. from English. ed. Yu.N. Kapturevsky. St. Petersburg: Piter, 2002. - 512 p.
53. Mitin A.N. Management culture: textbook. allowance. - UAGS-Ekaterinburg: Uralvneshtorgizdat, 2000. 526 p.
54. Moll E.G. Organizational behavior. - M.: Finance and statistics, 2000.- 154 p.
55. Neely Andy, Adams Chris, Kennerly Mike. The Prism of Efficiency: A Balanced Scorecard for Measuring and Managing Business Success: Per. from English. Dnepropetrovsk: Balance Club, 2003 - 400 p.
56. Newest philosophical dictionary. 3rd ed., rev. - Mn.: Book. house. 2003.- 1280 p.
57. Newstrom J., Davis K. Organizational behavior / per. from English. ed. Yu.N. Kapturevsky. St. Petersburg: Peter, 2000. - 406 p.
58. Organizational behavior in tables and diagrams / under scientific. ed. G.R. Latfullina, O.N. Thunderous. -M.: Iris-press, 2002. - 288 p.
59. Ouchi U. Methods of organization of production: Theory "Z": Japanese and American approaches: abbr. per. from English. -M.: Economics, 1984. 183 p.
60. Parsons T. Systems of modern societies / per. from English. JI.A. Sedova, A.D. Kovalev. -M.: Aspect-press, 1997. 270 p.
61. Parsons T. Coordinate system of action and general theory systems of action: culture, personality and place of social systems // On social systems / ed. ed. V.F. Chesnokova, S.A. Belanovsky. - M.: Academic Project, 2002. 832 p.
62. Peter T., Waterman Jr. R. In search of effective management. M.: Progress, 1986.-418 p.
63. Peter T., Waterman Jr. R. In Search of Perfection. Lessons from America's Most Successful Companies. -M.: William, 2008. - 558 p.
64. Pogoradze A.A. Culture of production: the essence and factors of development. -Novosibirsk: Science. Sib. department, 1990. -208 p.
65. Pogrebnyak V.A. Organizational culture as an object of regular management // Issues of enterprise management. 2005. - No. 1(13) - S. 59.
66. Popova E.P. The problem of organizational development criteria: survival or efficiency // SOCIS. 2004. - No. 5. - S. 108-116.
67. Prigozhy A.I. Methods for the development of organizations. M.: MTsFER, 2003. -863 p.
68. Prigozhy A.I. Business culture: comparative analysis // SOCIS. - 1995. -№ 9. -S. 74-80.
69. Pusenkova H.H. Corporation culture // Eco. - 1991. - No. 36. S. 42-53.
70. Pufendorf S. Introduction to the History of the Most Notable European States with Notes and Political Reflections. Part 2 / trans. with him. B. Volkov. St. Petersburg: At Imp. Acad. Sciences, 1777. - 632 p.
71. Radchenko A.I. Fundamentals of state and municipal management: a systematic approach. Rostov n / a: "March", 2007. - 608 p.
72. Reznik Yu.M., Kravchenko K.A. The essence of corporate culture in a modern organization // Personnel Management. 1998. - No. 8. - S. 63-69.
73. Rodin O.A. Concept of organizational culture: origin and essence // Management. - 1998. - No. 7. S. 69.
74. Rumyantseva Z.P. General management organization. Theory and Practice: Textbook. M.: Infra - M, 2007. - 304 p.
75. Rousseau J. On the social contract: Treatises. -M.: Kanon-press-Ts. Terra-Kn. club, 2000. 542 p.
76. Ryuttinger R. The culture of entrepreneurship. - M.: Ekom, 1992. 228 p.
77. Savchenko JI.C. Factors in the Formation of an Effective Organizational Culture // Economics and Management. 2004. - No. 1. - S. 138-141.
78. Simon G., Smithsburg D., Thompson V. Management in an organization. -M.: Economics, 1995. 335 p.
79. Semenov G.V., Nikolaev M.V., Savelichev M.V. Research and evaluation of organizational effectiveness of management systems. - Kazan: publishing house Kazan, un-ta, 2004. 184 p.
80. Sidorenko E.V. Methods of mathematical processing in psychology. - St. Petersburg: Rech LLC, 2001. 349 p.
81. Sink D.S. Performance management: planning, measuring and evaluating, monitoring and improving. -M.: Progress. 1989. - 528 p.
82. Sobolevskaya A.A. Organizational culture and labor management // Labor abroad. 2003. - No. 1. - S. 71-91.
83. Solomanidina T.O. Organizational culture of the company. M.: Personnel management, 2007. - 623 p.
84. Solomanidina T.O. Organizational culture as a socio-economic space of human resource management: dis. . Dr. Econ. Sciences: 08.00.05. -M.: RSL, 2003.-356 p.
85. Solomanidina T.O., Volgina O.N. Organizational culture in tables, tests, cases and diagrams. - M.: Infra-M, 2007. 393 p.
86. Solomanidina T.O., Solomanidin V.G. Management of personnel motivation (in tables, diagrams, tests, cases). M .: LLC "Journal - Personnel Management", 2005. - 128 p.
87. Sorokina M.V. Trading company management. St. Petersburg: Peter, 2003.-528 p.
88. Spivak V.A. Corporate culture. St. Petersburg: Piter, 2001. - 352 p.
89. Spivak V.A. Organizational behavior and personnel management. - St. Petersburg: Peter, 2000. 416 p.
90. Steklova O.E. Organizational culture. Ulyanovsk: UlGTU, 2007. - 127 p.
91. Sukhorukova M. "Values as a key element of organizational culture" // Personnel management. 2000. - No. 11 (53). - S. 39^12.
92. Syroezhin I.M. Improving the system of performance and quality indicators. -M.: Economics, 1980. 192 p.
93. Syroezhin I.M. Theoretical bases of the analysis of working capacity (efficiency) of economic systems. L.: LFEI, 1981. - 74 p.
94. Tylor E.B. Primitive culture. - M.: Politizdat, 1989. 572 p.
95. Taylor F.W. Principles of scientific management / per. from English. A.I. Zach. -M.: Journal "Controlling". Publishing house of standards, 1991. 104 p.
96. Teplova L.E. The need to develop a concept for the development of organizational culture of consumer cooperation // Economic Bulletin of Rostov state university. - 2005. - V. 3, No. 1. - S. 128-135.
97. Teplova L.E. Theory and methodology of managing the development of organizational culture of consumer cooperation: dis. . Dr. Econ. Sciences: 08.00.05. -M.: RGB, 2005. 504 p.
98. Tikhomirova O.G. Organizational culture: formation, development and evaluation. St. Petersburg: ITMO, 2008. - 154 p.
99. Tomilov V.V. Entrepreneurial culture. St. Petersburg: Piter, 2004. -368 p.
100. Thin A.C. Modeling effective corporate finance management. Monograph. Ekaterinburg - Izhevsk: Institute of Economics of the Ural Branch of the Russian Academy of Sciences, 2006.-200 p.
101. Thin A.C. Formation of the reference dynamics of development as a basis for identifying weaknesses in the financial activity of the enterprise // Finance and credit. -2005. - No. 21. S. 46-54.
102. Fayol A. General and industrial management. M.: Journal "Controlling", 1992. -111 p.
103. Fayol A., Emerson G., Taylor F., Ford G. Management is a science and an art. -M.: Respublika, 1992. - 349 p.
104. Fay K., Denison D. Organizational culture and efficiency: the Russian context // Issues of Economics. 2005. - No. 4. - S. 15-32.
105. Hall R.H. Organizations: structures, processes, results. St. Petersburg: Peter, 2001.-p. 396-431.
106. Chanko A.D. Experience in diagnosing the organizational culture of Russian companies // Russian Journal of Management. 2005. - V. 3, No. 4. - S. 29-54.
107. Cherednikova JI.E. Management of strategic changes: methodological approaches and tools. Novosibirsk: SAFBD, 2009. - 362 p.
108. Shane E. Organizational culture and leadership / per. from English. S. Zhiltsova. SPb.: Peter: Printing house im. A. M. Gorky, 2007. - 330 p.
109. Shekshnya S.V. Personnel management of a modern organization. -M.: Business school. "Intel-synthesis", 1997. -328 p.
110. Scholz K. Organizational culture: between illusion and reality // Problems of theory and practice of management. 1995. - No. 3. - S. 111-114.
111. Elvesson M. Organizational culture: Per. from English. X .: Humanitarian Center, 2005. - 460 p.
112. Encyclopedic Dictionary of Brockhaus and Efron. T. 17. St. Petersburg: "Terra", 1992. - 473 p.
113. Yants T. Measurement and formation of an effective work culture: frontal assault or flank maneuver. -M.: Economics, 1991.-181 p.
114. Dalton M. Man Who Manage, N.Y., Wiley, 1959.
115 Denison D.R. Corporate culture and organizational effectiveness. - New York: John Wiley & Sons, 1990. 237 pp.
116. Hampton D. Organizational Behavior and the Practice of Management.: Scott, Foresman and company, 1968. 758 pp.
117. Handy Ch. Gods of Management: The Changing Work of Organizations. Oxford University Press, USA, 1993. - 272 pp.
118. Harris P.R., Moran R.T. Managing cultural differences. Houston: Gulf Publishing Co., 1991.
119. Hofstede G. Cultural Constraints in Management Theories // Academy of Management Executive. 1993 Vol. 7.-No. 1.
120. Jagues E. The Changing Culture of a Factory. - Routlede, 2007. 368 pp.
121. Kotter T. Heskett J., Corporate Culture: A Critical Review of Concepts and Definitions, N-Y: Vintag Books, 1952.
122. Likert R., Roslow S., Murphy G. A Simple and Reliable Method of Scoring the Thurstone Attitude Scales // Journal of Social Psychology. 1934. - Vol. 5.-P. 228-238.
124. Porter M. Competitive Strategy. New York: Free Press, 1998. - 368 pp.
125. Quinn Robert E., Rohrbaugh John. A spacial model of effectiveness criteria: Towards a competing values approach to organizational analysis. Management Science, 1983.
126. Sathe V. Culture and relaxed corporate realiries. Richard. Irvin, Inc., 1985.
127. Stoner J., Freeman E. Management. Prentice Hall. 1922. - P. 226.
128. Thomas E. Dawson. Basic Concepts in Classical Test Theory.
129. Trise H., Beyer J. Studying Organizational Cultures Through Rites and Ceremonials. Academy of Management Review. 1984. - Vol. 9, No. 4. - P. 653-669.132. www.denisonconsulting.com133. www.e-survevs.ru134. www.maguru.ru135. www.rus.coop
Please note that the scientific texts presented above are posted for review and obtained through recognition original texts dissertations (OCR). In this connection, they may contain errors related to the imperfection of recognition algorithms. There are no such errors in the PDF files of dissertations and abstracts that we deliver.
How does culture affect the performance of an organization?
Effectiveness requires that an organization's culture, strategy, environment (external environment) and technology (internal environment) be aligned. An organization strategy that is market driven and more suited to dynamic environments suggests a culture based on individual initiative, risk-taking, high integration, a normal perception of conflict, and broad horizontal communication. The strategy, dictated by the prospects for the development of product development, focuses on efficiency, better performance in a stable environment. It is more successful when the culture of the organization provides for responsible control, minimizes risk and conflicts.
Thus, various organizations gravitate towards certain priorities in the organizational culture. Organizational culture may have features depending on the type of activity, form of ownership, position in the market or in society. There is an entrepreneurial organizational culture, a state organizational culture, an organizational culture of a leader, an organizational culture when working with personnel, etc.
For example, IBM, as part of its organizational culture, uses following principles when working with staff:
the transfer to specialists of the maximum necessary set of powers (power) to perform the functions assigned to them. They bear full responsibility for their actions to implement them;
attracting high-class specialists with a fairly independent and independent mindset to work;
creation by the administration of the priority of trust and support of specialists over the control of their activities;
division (OSU) into cells, the functioning of each of which can be autonomously provided by one person;
carrying out permanent institutional (structural) changes. One of the most important problems that any organizational system faces is that at a certain point in time it is unable to cope with market changes and, accordingly, is forced to abandon outdated structural forms of organization. Every few years, the structure of the organization, the procedures for approving decisions, etc. change. At the same time, the possible negative consequences of reorganizations are weakened, as a rule, as a result of changes in individual functions not simultaneously, but in different time. The practice of constant reorganization, for example, at IBM, shows that the benefits associated with this system are enormous. The system allows you to reshuffle the structure of the organization, strengthening it or removing unnecessary from it, as well as providing an opportunity for many people to expand their professional experience. The most important thing is that it is possible to get rid of the "clumps" that inevitably accumulate in any organization, including solving the problem of identifying employees who have reached their own level of incompetence, and ensuring the emergence of new initiatives:
conducting public opinion polls (usually twice a year);
the formation of remuneration in two components - in the form of a fixed salary and a variable part. The variable part is a commission as a percentage of the volume of products sold by IBM and services rendered, as well as a bonus for achieving previously set goals;
implementation of a guaranteed employment policy. Skillful maneuvering of human resources (through early retirement of employees, constant retraining of personnel and redistribution of labor between different departments to avoid the need for dismissal);
stimulation of personal initiative of employees in solving common tasks and constancy of the rules of conduct in the firm;
trust in an individual employee of the company on the part of managers;
the development of collective methods for solving problems, the sharing of success among employees who are interesting from the point of view of creating an organizational environment that attracts the best people in their profession to the corporation;
providing freedom to specialists in determining ways to achieve the goals of the company, taking into account its potential and in making appropriate decisions;
selection of new managers from among the company's employees, and not looking for them on the side;
formation of an entrepreneurial climate through the use of project teams as the main structural unit of the company. These groups, made up of scientists, doctors and business people, are led by leaders responsible for setting goals and achieving them;
subsidizing background service units - own and external (gyms, discos, etc.).
Organizations will always achieve stability and performance if the culture of the organization is adequate to the technology being applied. Regular formalized (routine) technological processes ensure the stability and efficiency of the organization when the culture of the organization focuses on centralization in decision-making and restrains (limits) individual initiative. Irregular (non-routine) technologies are effective when they are filled with an organizational culture that encourages individual initiative and loosens control.
A strong culture determines the consistency of employee behavior. Employees clearly know what behavior they should follow. Predictability, orderliness and sequence of activities in the organization are formed with the help of high formalization. A strong culture achieves the same result without any documentation or allocations. Moreover, a strong culture can be more effective than any formal structural control. The stronger the culture of an organization, the less attention needs to be paid by management to the development of formal rules and regulations to govern employee behavior. It will all be in the subconscious of the employee who accepts the culture of the organization.
The culture of an organization can be seen as a product of two components: 1) the assumptions and preferences of those who created it; 2) experience brought by their followers. Its maintenance at the required level directly depends on the selection of employees, the actions of top managers and methods of socialization.
Target selection of employees identify and hire people with the knowledge and skills to successfully perform the relevant work. The final choice of a candidate is determined by the subjective assessment of the one who decides how this candidate will meet the requirements of the organization. This subjective assessment is often predetermined by the culture that exists in the organization.
Actions of senior leaders have a significant impact on organizational culture. Their behavior and the organization's strategy they proclaim establish certain norms, which are then perceived by the entire organization.
Signs that characterize the organizational culture of the leader are:
springy athletic gait,
neat appearance,
modern style in clothes and appearance,
friendly attitude towards each employee,
always good mood
sincere support to the employee family affairs,
positive image of the leader in the external environment.
Socialization is the process of adaptation of new members in the organization, the process of perception of its culture. Organizational culture can often serve more an important factor foreseeing the organization's behavior than its objective characteristics. The organization is interested in the perception of culture by each of its employees. Socialization is most obvious when a new employee enters the job, when he is informed about how things are in the organization, what are the rules and traditions adopted in it. In some cases, a formal training program is offered so that employees of the organization learn about its culture.
There are two ways in which culture influences organizational life. First- culture and behavior that mutually influence each other. Second - culture affects not so much what people do as how they do it. There are various approaches to identifying a set of variables through which the influence of culture on the organization can be traced.
The set of variables that management chooses to analyze an organization can be linked directly with the level of organizational interaction: organization - external environment; group - group; individual - organization. At the same time, for each level (individual, group, organization) can be measured as efficiency their functioning from the point of view of the interests of the organization, and satisfaction. In addition, each of these groups of variables can be considered in terms of time, i.e. be predominantly focused on short-term or long-term perspective. However, such a “theorized” three-dimensional model for determining the impact of culture on an organization is difficult to apply in practice and is mainly used in research work.
Sate model. The influence of culture on organizational life V. Sate considers through seven processes(Fig. 2.5):
Rice. 2.5. Variable Selection Model for Impact Studies
culture per organization
Cooperation between individuals and parts of an organization;
Making decisions;
The control;
Communications;
Organization's dedication;
Perception of the organizational environment;
Justifying your behavior.
At the same time, the first three processes correspond with the first, superficial level of organizational culture or samples. organizational behavior, and the next four - with the second, subsurface level, which has a "value" basis. How these processes proceed depends on the effectiveness of the functioning of the organization.
cooperation as a model of behavior in an organization cannot be established only with the help of formal management measures, since it is impossible to foresee all possible cases. How much people actually cooperate in an organization depends on the assumptions they share in this area. In some organizations, teamwork is the highest value; in others, internal competition. In other words, it all depends on which philosophy prevails: individualist or collectivist.
Influence of culture on making decisions It is carried out through shared beliefs and values that form a stable set of basic assumptions and preferences among the members of the organization. Since organizational culture can help minimize disagreement, the decision-making process becomes more efficient.
Process essence control is to stimulate actions towards the achievement of the set goals. In the nature of governance, there are three mechanisms of control: the market, administration, clan. Typically, organizations have all three mechanisms at once, but to varying degrees. At market control mechanisms rely mainly on prices.
Administrative control mechanism is built neither formal authority. The process itself consists of changing the rules and procedures by issuing directives.
clan the control mechanism is entirely based on shared beliefs and values. It is from them that the members of the organization proceed in the implementation of their actions. It is also assumed that employees are sufficiently committed to the organization, they know how to act within the framework of this culture.
Influence of culture on communications happens in two directions. The first is that there is no need to communicate in cases where there are shared assumptions. In this case, certain actions are performed as if without words. Second, shared assumptions provide direction and help in interpreting messages received.
The individual feels dedicated to the organization when he identifies himself with the latter and experiences some emotional connection with her. A strong culture makes strong the individual's identification and feelings towards the organization.
Perception organizational reality or what he sees is determined to a large extent by what his colleagues say about what he sees, sharing the same experience with him. Culture influences this process by providing organizational members with a common interpretation of their experiences.
Culture helps people in an organization act meaningfully by providing justification for their behavior. Companies that value risk man goes on him, knowing that if he fails, he will not be punished and that lessons will be learned from the failure for the future. Actions thus justified reinforce existing behavior, especially when it fits into the situation. This process is a source of funds for changing the culture itself. Because people use culture to justify behavior, it is possible to change culture through change in behavior.
Peters-Waterman model. The authors of the book "In search of successful management" T. Peters and R. Waterman found a connection between culture and success in the work of the organization. Taking successful American firms as a model and describing management practices, they “deduced” a set of beliefs and values of the organizational culture that led these companies to success:
Faith in action;
Communication with the consumer;
Encouraging autonomy and entrepreneurship;
Considering people as the main source of productivity and efficiency;
Knowing what you are managing
Do not do what you do not know;
Simple structure and few management staff;
Simultaneous combination of flexibility and rigidity in the organization.
Faith in action. According to this value, decisions are made even in the absence of information. Postponing decisions is tantamount to not making them.
Communication with the consumer. For successful companies, the consumer represents the focus of their work, since it is from him that the main information for the organization comes. Customer satisfaction for such firms is at the core of their organizational culture.
Autonomy and entrepreneurship. Companies struggling with lack of innovation and bureaucracy "divide" into smaller manageable parts and give them, as well as individuals, a certain degree of autonomy necessary for creativity and risk-taking.
Performance depends on the person. This value proclaims the person the most important asset of the organization. The effectiveness of the organization is measured through the satisfaction of its members. The belief that treating people with respect and dignity leads to success is at the heart of the culture of these organizations.
Know what you are in control of. In keeping with this deeply rooted cultural norm, successful companies are expected to be managed not from behind the closed doors of executive offices, but through visits by managers to the facilities they manage and through direct contact with subordinates in their workplaces.
Don't do what you don't know. This position belongs to the category of one of the important characteristics of the culture of successful firms. These firms do not accept diversification away from the core business.
Simple structures and few managers. Typical of successful companies is the presence of a small number of levels of management and a relatively small staff of managerial employees, especially in the upper echelon. The position of a manager in such companies is determined not by the number of his subordinates, but by his influence on the affairs of the organization and, most importantly, on its results.
Simultaneous flexibility and rigidity in the organization. The paradox of this attribute of the organizational culture of successful companies is resolved as follows. High organization in them is achieved due to the fact that all employees understand and believe in the values of the company. This tightly connects and integrates them. Flexibility is ensured by minimizing "management" interventions and minimizing the number of regulations and procedures. This encourages innovation and the desire to take risks.
Parsons model. In more general view the relationship between culture and the results of the organization's activities is presented in the model of the American sociologist T. Parsons. The model is developed on the basis of the specification of certain functions, which any social system, including the organization, must perform in order to survive and succeed. The first letters of the English names of these functions in the abbreviation gave the name of the model - AGIL:
Adaptation;
Achievements of goals;
Integration;
Legitimacy.
The essence of the model is that for its survival and prosperity, any organization must be able to adapt to the constantly changing conditions of the external environment, to achieve the fulfillment of the tasks set by it goals, integrate their parts into a single whole and, finally, to be recognized people and other organizations. If the beliefs and values shared in an organization help it adapt, achieve its goals, unite and prove its worth to people and other organizations, then obviously such a culture will influence the organization in the direction of success.
Quinn-Rohrbach model. The ideas of T. Parsons were developed and concretized by R. Quinn and J. Rohrbach in their model "Competing Values and Organizational Efficiency", which explains the influence of certain groups of values on organizational efficiency. In the development of the AGIL model, it was proposed to consider this influence not in one, but in three dimensions. Therefore, the model of so-called "competing values" was used.
This model includes the following three dimensions:
- integration - differentiation: relates to the design of works and the organization as a whole. This dimension indicates the degree to which an organization emphasizes either control (preferring stability, order, and predictability) or flexibility (preferring innovation, adaptation, and change);
- inner focus - outer focus: this dimension reflects the predominance in the organization of interest either in the organization of its internal affairs (coordination and satisfaction of employees), or in strengthening the position of the organization as a whole in the external environment;
- means/tools-results/indicators: the measurement in the model demonstrates the difference in the concentration of attention, on the one hand, on processes and procedures (planning, goal setting, etc.), and on the other hand, on the final results and indicators of their measurements (performance, efficiency, etc.).
On fig. 2.6 shows how these three dimensions "give birth" to four different approach to models of organizational effectiveness:
quadrant 1 - approach " human relations”, reflecting the state of maintaining the system of social relations, the obligations of people, decentralization and differentiation through the development of cohesion and qualification skills among employees;
Quadrant 2 - an "open system" approach, reflecting the state of decentralization and differentiation, growth and adaptation, improving the competitive position for the entire organization through a focus on developing flexibility and the ability to acquire the necessary resources;
quadrant 3 - the "rational-target" approach, reflecting the strengthening of the competitive position of the organization as a whole, maximizing results, centralization and integration through an emphasis on planning, efficiency and productivity;
quadrant 4 - the approach of "internal processes", reflecting the state of centralization and integration, consolidation and succession, maintaining the system of social relations through the distribution of information and strengthening stability and order.
Rice. 2.6. The Competing Values Model of Organizational Effectiveness
(according to Queen - Rohrbach)
This general model describes the values of an organization's culture in relation to each individual approach to performance measurement and compares the perspective of one approach with all others. Competing values are measured in the Quinn-Rorbach model using "scaled" questionnaires. Therefore, the model can be used as effective tool organizational diagnosis.
Recently, practitioners-managers and scientists are increasingly talking about the cultural revolution in management. An increasing number of species human activity feels an increase in the dependence of results on how adequate the culture of the organization is to the prevailing requirements.
Many types of businesses today cannot be successful if they cannot form the appropriate corporate culture. This applies primarily to the service sector (hospitality, banking, catering) and to mass production technically and technologically complex products (consumer electronics, cars). Many types of production are not amenable to technological transfer to a new location without a corresponding transfer of key elements of corporate culture.
International corporations are especially susceptible to cultural performance factors. The formation, preservation and development of corporate culture in them is complicated by the need to combine the cultural traditions of representatives different countries and communities with different historical and cultural backgrounds.
Many recent management studies indicate that leading companies are characterized by common elements of their corporate culture, which allows them to be considered factors of high performance.
The key to the effectiveness of the change are the following parameters of the culture of the organization.
1. Support and encouragement of creative activity, innovation of employees.
2. Tracking the dynamics of the development of the industry to select the optimal pace and rhythm of changes in your own organization.
3. Formation of the company's credo (mission of the organization, purpose of activity, basic principles, style of work, obligations towards clients, shareholders, partners, personnel, society).
Many types of businesses cannot be successful if they fail to develop the appropriate corporate culture. This applies primarily to the service sector (hotel business, banks, catering) and to the mass production of technically and technologically complex products (consumer electronics, cars).
Management research in recent years indicates that leading companies are characterized by common elements of their corporate cultures, which allows them to be identified as factors of high efficiency.
T. Pitere and R. Waterman established a direct link between culture and organizational success. Taking successful American companies as a model and describing management practices, they identified a number of organizational culture values that led these companies to success:
Faith in action (decisions are made even in conditions of lack of information; postponing decisions is tantamount to not making them);
Communication with the consumer (information coming from the consumer, the so-called focus on the consumer - a value for all employees);
Encouragement of autonomy and entrepreneurship (large and medium-sized companies often consist of branches, which are given a certain autonomy necessary for creativity and reasonable risk);
Considering people as the main source of productivity and efficiency (the person is the most important asset of the company, therefore he is the center of attention and the object of investment);
Knowledge of what you manage (managers manage not from offices, but constantly being at the facilities);
Concentration around the core business (too much diversification away from the core business is unacceptable);
Simple structure and a small number of management staff (a minimum staff is welcome in the upper echelon of management);
The simultaneous combination of flexibility and rigidity in the organization (flexibility and adaptability in specific actions is achieved with a fairly inertial and rigid system of shared cultural values).
The culture of the organization as a factor in the effectiveness of change and development should be considered much broader, namely in the context of business culture, i.e. business culture, profit culture. In this regard, it is appropriate to talk about the role of the state in the formation and development of business culture. To paraphrase famous saying Soviet physicist B. Artsimovich regarding science, it can be argued that organizational culture also "is in the palm of the state and is warmed by the warmth of this palm."
From the state, its officials, society expects not only streamlining relations between business and government, but also a reasonable degree of regulation of the economy; implementation of ethical standards in business practice; providing support for entrepreneurship in international activities; orientation to the education of the organizational culture of the entire education system; perhaps the establishment of a special award - the state award to entrepreneurs "For Service to the Fatherland".
trails
Trope - a word or figure of speech used in a figurative sense (Greek tropos - turn). In the trail, the function of figurative characteristics prevails over the function of nomination (name).
Epithet - definition (adjective), giving speech figurativeness, emotionality: pure field; golden clouds of the sun; amber honey; diamond dew; sad star; spooky grinding .
Metaphor - assimilation by similarity, hidden comparison (that is, not expressed by special grammatical means): our commander - eagle; was pawn in political game; metal in voice; fire eyes; rain drumming into the window.
A common structural type of metaphor is genetic metaphor(a noun in a figurative sense controls the genitive case - genitive): diamonds dew; silver gray hair; sea lights; ribbon roads.
Comparison - grammatically formalized comparison with another object or phenomenon:
1) turns with comparative unions as, like, exactly, as if etc., suggestion like, adjective like etc.: You behave like a donkey; He acted clearly and precisely, like a robot; Dew drops glisten like diamonds; The tide raises the waves like mountains;
2) the comparative degree of an adjective or adverb, usually in combination with the genitive form of the noun: “Garun fled faster than doe"(M. Lermontov);
3) the form of the instrumental case of a noun (the so-called instrumental comparison): Cares bees circled around; The path meandered snake.
Metonymy - transfer of the name of one subject to another, adjacent: read Pushkin; city celebrates an anniversary; ate the whole plate.
personification - assimilation to a living being: Sea laughs; Fate plays a person; "And a star with a star He speaks"(M. Lermontov).
Allegory - allegory, the transmission of an abstract concept through a specific image: Must not win foxes and wolves(cunning, malice, greed; and people are carriers of these qualities); " Orlam happens below chickens to go down; but chickens never rise to the clouds!” (I. Krylov).
Irony - renaming by contrast, implying the opposite of what was said: Well, helped you to me; Like this happiness- to have a constantly barking dog in the neighborhood; "Back off, smart Are you delirious, head? (I. Krylov).
Hyperbola - exaggeration: thousand once told you; hundred have not seen him for years; scared to death.
Litotes - understatement: in two steps from here; a horse the size of with a cat.
paraphrase (or paraphrase) - replacement of the name of the subject in a descriptive way: country of the pharaohs(about Egypt); queen of the night(about the moon); growled menacingly king of beasts; Came out of the thicket to the edge forest giant- Elk.
Figures of speech
Figures of speech (stylistic figures, rhetorical figures) - special syntactic constructions that enhance the figurative and expressive function of speech.
Oxymoron - connection of incompatible concepts: Living Dead(L. Tolstoy); It was very eloquent silence.
Antithesis - opposition: “And he, rebellious, asks for a storm, as if in storms there is peace!"(M. Lermontov); "Unseemly deeds under a plausible pretext" (from the newspaper).
Parallelism - similar construction of sentences, independent or as part of a complex sentence (often using antithesis): “What is he looking for in a distant land? What did he throw in his native land? (M. Lermontov); "Good rejoices in someone else's happiness, evil - in someone else's suffering" (V. Dudintsev). Syntactic parallelism is usually combined with lexical rotation. An example of parallelism without lexical repetition: “The bright wind subsides, a gray evening comes” (A. Blok).
Expressive repeat - stylistically corrected repetition of words within one or more sentences: “This large labor and big good luck - to find a friend ... ”(I. Bestuzhev-Lada).
Basic positional types of repetitions:
Anaphora - repetition at the beginning of sentences or their parts: " I swear I am the first day of creation, I swear his last day I swear shame of crime and eternal truth triumph .. I swear falling bitter flour, victory short dream; I swear meeting with you and again threatening separation ”(M. Lermontov)
Epiphora - repetition at the end of sentences or parts of them: “I would like to know why I titular councilor? Why exactly titular councilor? (N. Gogol); I always do it knew, and you too knew we both are knew!
simplock - repetition of the middle part of the sentence: “We are building I swear and regiment! fight I swear and a bayonet! (E. Blaginina).
Ring, frame - repetition at the beginning and at the end of the sentence: Happiness I wish you a huge, real! Heartily - happiness!
Joint, pickup - a repetition connecting the ending of the first and the beginning of the second phrases or their parts: “It will come, big, like a sip, a sip water during the summer heat "R. Rozhdestvensky"
Chiasmus [from Greek. The letters X "chi", symbolizing the intersection] - a permutation of two repeating components: " Poems taken away from portrait, portrait takes away from poems"(A. Pushkin).
gradation - increase or decrease.
Ascending gradation : I beg you, I beg you, I beg you.
Descending gradation : Not without broken arms and legs, concussions, bruises.
Period - a polynomial complex sentence, harmonious in syntactic structure and forming two intonationally opposed parts (the first is characterized by an increase in tone, the second by a decrease): moon, silvery and lively, with noisy ebb and flow of gray feather-grass waves, who greedily inhaled the hot smells of the night - in a word, who loved, and suffered, and hoped, and did not know peace, he knows how the moonlight warms! (B. Gorbatov).
Ellipsis - omission of the predicate, giving speech dynamism: “Tatiana into the forest, the bear behind her” “A. Pushkin”; “To flags from every window! Fireworks from every roof! Flowers around every corner! (K. Fedin).
Inversion - stylistically significant change the usual word order: “At the blue evening fog fell on the sea” (A. Pushkin); "Fate was passing judgment!" (M. Lermontov).
11. Vafeev R.A. On the definition of the category of "evaluativeness" and "expressiveness" when comparing languages. - Tyumen: Tsogu, 2010.
3. Akhmatova O.S. Vocabulary linguistic terms. – M.: KomKniga, 2007.
4. Oxford English Dictionary [ Electronic resource] – URL: http://www.oed.com/view/Entry/97479?redirectedFrom=intensity#eid
5. Dwight Le Merton Bolinger. Degree words. – Mouton, 1972.
6. Galperin I.R. Essays on the style of the English language. - M .: Higher School, 1980.
7. Pokrovskaya E. A. Russian syntax in the twentieth century. - Rostov n / D .: Publishing house of the Rostov state. un-ta, 2001.
8. Cheever J. Selected short stories. – M.: Progress Publishers, 1980.
Repetition is one of the most common syntactic means intensification of the utterance. In this paper, syntactic repetition is studied as a means of enhancing the expressiveness of a literary text. Repeat like stylistic device continues to attract the attention of modern linguists due to the presence of a wide field for research. Before proceeding to the analysis of repetition, I would like to dwell on the concept of the category of intensity, the way of expressing which it is.
The study of the category of intensity is one of the topical areas of modern linguistics. Its features and means of expression in language and speech have attracted the attention of many scientists in recent decades. This is due to the diversity of approaches to the problem under consideration. Thus, most linguists see close relationship intensity with expressiveness, emotionality and appraisal. The category of intensity, in their opinion, has the property of universality: characterizing actions, objects and signs, it actively manifests itself in the semantic structure of verbs, nouns, adjectives, adverbs, phraseological units and an integral text. Consideration of the issues of expressive stylistics, emotionality of the text, category of evaluativeness and evaluative characteristics of the subject of speech is not possible without the concept of intensity. The most complete and objective definition of intensity is presented by I.I. Turansky, who defined it as "a semantic category, which is based on the concept of a measure of quantity, the magnitude of the volume of quality" .
The manifestation of the category of intensity at the syntactic level has not yet received proper coverage. It should be noted that in modern public and private linguistic literature devoted to this issue, the category of intensity is usually considered as part of the category of expressivity (I.V. Arnold, I.R. Galperin, I.A. Sternin, N.A. Lukyanova, etc.). Therefore, consideration of this level of language from the point of view of expressive elements seems to be very relevant. Syntactic means of expressing intensity are implemented at the sentence and text levels and include repetitions, exclamatory sentences, two-part verbless sentences, relative clauses, topicalization and syntactic idioms.
Intensity, according to dictionary definitions, is the presence of one or another degree of tension, it is advisable to call intensity a measure of a particular force. The Great Oxford Dictionary defines intensity as “the degree or amount of some quality, state; force, energy, degree of some characteristic quality(intensity: the degree or amount of some quality, condition, etc; force, strength, energy, degree of some characteristic quality) . D. Bolinger concludes: "I use the term intensifier for any device that scales a quality, whether up or down or somewhere between the two".
Stylistically, intensity is a measure of expressiveness and is always interpreted in the context of expressiveness, where repetition plays an important role.
Repeat is expressive means, serving to highlight the most important in artistic text. With all the variety of types of repetition and their varied textual role, the main function they perform is expressive. They serve as a means of strengthening, updating, harmonizing the structure of the text. So, for example, I.R. Halperin discovers a peculiar assignment of repetitions in public speaking where they perform not only artistic and emotional, but also a service function. They slow down the narrative and thus make it possible to follow the development of thought more closely.
AT pure form repetition is a rather rare phenomenon in modern English. The repetition can be enhanced by the introduction modal verbs, adverbs-intensives, isolation and parcellation, ellipsis.
Linguists note that artistic repetition differs from involuntary: 1) by the presence of a target setting for the expressiveness of the text, for its rhythm, and for enhancing the effect; 2) inclusion in the system of stylistic figures and, consequently, the presence of models and rules. Words, phrases and sentences can be repeated in the text. E.A. Pokrovskaya notes that repetition (expressive syntactic construction) is usually called “repeated appearance in a certain segment language unit at the appropriate linguistic level. In her opinion, the artistic and stylistic functions of repetitions are: associative and compositional (deployment of the text according to the associative principle); complicating-perceptual (consists in the creation of flickering meanings, dimming the meaning, complicating the perception of the text); phono-rhythmic (introducing elements of the phonetic and rhythmic organization of a poetic text into a prose text).
In general, the types of syntactic repetition, according to I.I. Turansky, can be reduced to the following list.
1. Repeating a verb with an amplifying adjective or adverb: I was pretty excited. I really was, or She had a terrifically nice smile. She really did (J.D. Salinger).
2. Repeat-gradation: He is like his sister. He is very like his sister. He is devilish like his sister (Ch. Dickens).
3. Repeat with topicalization: He was sizing up Mark Gaskell as he spoke. He didn't care much for the fellow. A bold, unscrupulous, hawk like face. Unscrupulous - that was the word for him (A. Christie).
4. Repetition of contrasting content: How absurd to call youth the time of happiness - youth, the time of greatest vulnerability (I. Shaw).
5. Repeat using metaphor: I put my hand on his shoulder -gently this time. The rain was beating on us in sheets, in lashing waves (A. Myrer).
6. Tautological repetition: Funny, you all look so young. - We were. - No, I mean - young young. I don't know, I can't explain it. - You don't have to (A. Myrer).
As noted above, in this work we tried to consider repetition as one of the most common syntactic means of intensifying an utterance. The priority task of each writer is to convey to the reader the atmosphere of the work, to make him feel the whole gamut of feelings experienced by the characters, all the tension of the situation. To do this, authors often turn to various techniques and means, one of which is the use of repetitions.
The material for the study was the work of John Cheever Frère Jacques, in which repetition is an effective means of revealing the intention of the author. His choice is not accidental, since in his works Cheever appears as a brilliant master of transparent, concise and capacious prose, replete with a variety of stylistic devices.
The theme of "loneliness together", the separation of people, the fading and dying of love runs like a red thread throughout the story. The feelings of the characters, their inner world are transmitted mainly through dialogue, and the narrative is impersonal. There are only two heroes: he and she. Behind insignificant conversations and trifling events, the whole gamut of the characters' experiences is hidden. Even at the very beginning, his attitude to her favorite fun is reported: she wants to have a child and often talks with an imaginary Eloise, who is replaced by any bundle, and he is tired of this. In the future, the word "tired" is repeated several times. The subtext in the story is transparent and uncomplicated. The relationship of the two is revealed in the very structure of the dialogue. She constantly addresses him, tries to speak, but he is busy with the newspaper and "too tired." The heroes realize that it's all over, under simple words a quiet song by Frère Jacques that she sings to the “child”. Thus, the conflict is resolved, coinciding with the denouement of the literary text. The open ending of the story ends the text formally and does not contain a semantic solution. The author simply hints at the inevitable break in relations between the characters.
Throughout the story, numerous repetitions of the word tired are noted, which serve as an important means of communication within the text. This repetition adds up to a single overall picture, and the reader sees the internal state of the characters.
For the heroine and the hero, the use of this word has its own meaning. So, the often used tired when describing the heroine conveys her physical state (“Her voice sounded tired”, “she was tired”, “accentuated her tiredness”, “she was sobbing like a runner who is tired” ). All these examples help the author convey the inner feelings of the heroine, bring the reader to the realization that she is waiting for something new, interesting, waiting and tired of this expectation.
Another meaning is conveyed by the repetition of the word tired in the context of the description of the hero Alex ("It makes me tired", "he often tired of it", "he was tired of it", "I'm too tired", "sure, but I'm ", "he tried to show how tired he was", "he said tiredly" ). Here the author demonstrates the physical, but in more psychological condition hero fatigue. On the one hand, it is emphasized that he is ten years older than his girlfriend, and on the other hand, that he is tired of her expectation of a miracle, of her ridiculous, from his point of view, senseless games with a bundle that he does not want to support.
Another example of repetition is the phrase it's too cold. This repetition conveys the experiences of the hero, emphasizing the state of fatigue and alienation. The physical state the hero dictated it internal state loneliness and detachment (“It’s too cold”, he said. “No, Alex, it’s not too cold””, “It’s not cold enough”).
The heroine's feelings are also conveyed to the author by the use of the repetition of the word want, which emphasizes her desire to have a child, love, and a family hearth. The use of the repetition want enhances the communicative and expressive significance of the statement, contributes to the concretization of thoughts, and enhances the semantic and emotional expressiveness. To her desire "I want a child", he replies "we can't afford it". The heroine cannot stand it, repeating “but I want one!” three times, bursting into tears. So, the author brings us to the climax, when "tired" turns into "sick". "I'm sick of this, Alex; I'm sick to my heart of this." In the end, this question also arises: “Love me, Alex?” - "Sure, but I'm tired." And you don't need to explain anything - love is gone. Gone is not only love, but also a sense of affection. This is confirmed by the words of the author: “how tired he was of her talk”.
Repeated repetitions of the words handkerchief and bundle, absurd in the context of their relationship, emphasize all the hopelessness and hopelessness in the relationship between the characters. Alex, on the one hand, understands and feels sorry for the heroine, playing along with her in the game with the bundle and taking out a handkerchief to wipe the imaginary child's mouth. On the other hand, he is annoyed at the sight of the bundle, which the heroine calls Eloise, because she treats each bundle of food or linen like a baby for two years. The author focuses on this handkerchief, emphasizing the senselessness of what is happening.
And when the heroine talks about the events of the day (“Mrs. Wiley said she was sorry to see us go”, “I said good-bye to the butcher and the garage man for you", "she hasn't swindled anyone on a laundry bill the way she swindled us for years"), the reader gets the impression that the characters in the work are ready to talk about anything, just not to think about the problems that really bother them.
A device that serves as an important means of communication in the story is the repetition of the phrase "father doesn't understand us at all". Thus, by doubling the sentence, an emphasis is created, the purpose of which we see in retaining and fixing in the memory of the reader the perseverance of the heroine.
So, we considered repetition as the most vivid way of expressing intensification at the syntactic level and came to the conclusion that repetition in a literary text is multifunctional: it serves as a means of communication within the text, enhances the communicative and expressive significance of the statement, contributes to the concretization of thought, increases the semantic and emotional expression of a work of art.
Bibliographic link
Ashurbekova T.I., Rizakhanova E.Z. EXPRESSIVE REPEAT FUNCTION ON THE EXAMPLE OF D. CHIVERA'S STORY "Frère Jacques" // International Student Scientific Bulletin. - 2015. - No. 5-1 .;URL: http://eduherald.ru/ru/article/view?id=12709 (date of access: 04/06/2019). We bring to your attention the journals published by the publishing house "Academy of Natural History"
Two heads and six legs; four walk, and two lie still
Self-esteem - what is it: concept, structure, types and levels
The path of cassandra, or adventures with pasta War on earth and underground