| Nowadays the process of changes covers a great | | | | organizational culture are supposed to correlate with |
| number of modern organizations. But usually | | | | goals and strategy of organization. The influence of |
| leaders’ attention is directed to changes that | | | | organizational culture on activities of organization is |
| depend on the effect of situation factors, and very | | | | developed in realization of norms, directed to achieving |
| often the leaders underestimate the necessity of | | | | goals, in formation of the development strategy, and |
| working out the strategy of development. The most | | | | moreover in the unity of realization of strategy and |
| important thing, they believe, is the rational actions, | | | | evolution of organizational culture. So all this shows us |
| which presuppose purposeful work on profit increasing, | | | | the mutual connection between organizational culture |
| cutting down of costs and strengthening of control. | | | | and strategy changing. Let’s think what happens |
| Nowadays the process of changes covers a great | | | | when an organization changes its strategy. When |
| number of modern organizations. But usually | | | | these changes are necessary and justified, when they |
| leaders’ attention is directed to changes that | | | | are carried out in proper way, according to interests |
| depend on the effect of situation factors, and very | | | | and values of the organization groups, organizational |
| often the leaders underestimate the necessity of | | | | culture is also supposed to develop and change. Very |
| working out the strategy of development. The most | | | | often in itself changes can be the only way of |
| important thing, they believe, is the rational actions, | | | | increasing the effectiveness of organization, because |
| which presuppose purposeful work on profit increasing, | | | | sometimes old strategy ceases correspond goals of |
| cutting down of costs and strengthening of control. It | | | | organization. Organizational culture is a real power, and |
| gives positive results only on the first stages of | | | | when there is an agreement between strategy |
| preparation and realization the development program, | | | | changing and changing of organizational culture, |
| when the questions of property, financial and | | | | success will be ensured. For instance, British |
| production problems are solved. It can be quite natural, | | | | Airways’ changing its strategy in the first place |
| because on the early stages the process of changes | | | | was directed to changing some aspects of |
| can be regarded as getting thing put in order in the | | | | organizational culture. They transformed an |
| work of organization. | | | | unprofitable airline with a poor reputation into an |
| But nevertheless after a while the leaders conducting | | | | organization of politeness and profit. Another example: |
| the process of reorganization come into serious | | | | Chrysler’s program of cultural change |
| difficulties. Mainly these difficulties are connected with | | | | converted his organization from falling one, with high |
| the opposition, that the organization changes meet on | | | | losses, terrible customer service into one of the most |
| the personnel’s part. This can be explained by | | | | rich and prosperous in the world. |
| the fact that each organization despite its size and | | | | Sometimes it happens that two organizations with |
| sphere of activities is not only a technical and | | | | different cultures merge. And here some difficulties |
| economic system but also a social system. Therefore | | | | can appear. Because organizational culture includes not |
| the difficulties connecting with realization of new | | | | only norms of work activities, defined by certain |
| approaches and new strategy are bound up with the | | | | functional responsibilities, but also traditions, customs, |
| organizational culture, that has been already formed. | | | | norms of behaving, values, aims and interests of |
| It’s very important to know exactly what the | | | | workers. And to merge successfully with an |
| term of organizational culture means. | | | | organization of different organizational culture will take |
| Organizational culture is the system of believes, norms | | | | more efforts to come to mutual agreement. For |
| of behavior, purposes and values, which are the rules | | | | instance, there are a lot of international interactions in |
| defining the necessary way of working and behaving | | | | modern world. Merging with international organizations |
| of people in certain organization. The most important | | | | the leaders can meet inevitable differences in |
| thing is that bearers of organizational culture are | | | | organizational cultures of other companies, which are |
| people working in the organization. All the systems of | | | | connected (differences) with many aspects of |
| relationships and patterns of conducting are reflected | | | | people’s behavior, manners, with their own |
| in the heads of these people. And in order to maintain | | | | world outlook, traditions, history, ways of running |
| such organizational culture that will correspond the | | | | business. So nowadays it is important not only to |
| worked-out strategy as much as possible, it is essential | | | | develop and improve own organizational culture, but |
| to understand what defines today’s perception, | | | | also to get acquainted with its possible types. |
| thinking and motivation of the workers. | | | | The leaders of organizations should always remember |
| All this proofs that the organizational culture has quite | | | | that people working in different cultures act and |
| considerable impact both on decision making and | | | | perform differently, and that changing the culture can |
| strategy changing of every organization. | | | | allow everyone to perform more effectively and |
| Organizational culture is a dynamic structure. It | | | | constructively. That’s why they should always |
| influence almost every current events occurring in the | | | | correlate there decision making with organizational |
| organization. Values and norms presented by | | | | culture. |